Commercial Strategy · Whisk B.V. · Prepared for Erik & Crispijn
€40M → €100M.
The operating plan, month by month.
This is how I would lead Whisk's commercial growth over the coming 18 months: a pipeline-first plan built on ten named accounts, a MEDDICC-driven sales process, eleven AI agents (with more to come) and a fixed operating rhythm — from the yearly target down to today's five phone calls.
- Horizon
- Aug 2026 → Dec 2027 (~18 months)
- Method
- MEDDICC · 3× pipeline coverage
- Tiering
- 80/20 across the account book
- Scaling rule
- 10× growth ≠ 10× headcount
Why Daniël
Before the plan — the reason I believe I'm the right person to run it. Five things I bring that don't show up on a standard Head of Sales CV.
Daniël Schaart
Candidate · Head of Sales, Whisk B.V.
01 · Sales pedigree
Boardroom and street, both covered.
Started hardcore: quota-carrying direct sales at T-Mobile and Infotheek, where you either dial, knock and close or you don't eat. That's the DNA. On top of it, 13+ years of consistently overperforming in enterprise sales at Microsoft, Salesforce, Zoom and ServiceNow — champions-league selling, complex multi-stakeholder deals, and the best practices of the best sales organizations in the world. Built the go-to-market motion at Zoom from the ground up, and today building the CRM business at ServiceNow. Whisk needs both: the closer and the strategic seller.
02 · Entrepreneurial DNA
Built businesses from zero, more than once.
Roots in the DJ world, organizing my own events. Ran lead generation for the Ministry of Uzbekistan, connecting them with Dutch tech companies. Built a dropshipping e-commerce business from scratch and scaled it fast.
03 · Retail & CG network
I know Whisk's buyers from the inside.
Years selling into Ahold, Jumbo, Kruidvat/AS Watson, Danone, Unilever, Picnic, Rituals, Coolblue, Suitsupply and more — the exact organizations on Whisk's target list.
04 · Full-stack growth operator
Front-end and back-end, both native.
Front-end: Meta ads, data-driven, creative content — always conversion-focused. Back-end: fixed CRM, sales and customer experience processes for large clients. Tech-savvy enough to build AI agents in minutes as an entrepreneur — and already helps other small businesses do the same through his own B.V.
05 · Fitness industry proximity
Not an outsider learning the category.
Partner works in marketing at Technogym and helps organize FIBO. Former boss at Infotheek is a key stakeholder in UrbanGym Group. Trains 5× a week — strength plus boxing/kickboxing — and has used supplements for years from Kruidvat, XXL Nutrition, Upfront and Zappely.
The bridge: where +€60M lands
Five contributions carry the base from today's run-rate to a €100M exit run-rate at the end of 2027.
Base today
Organic growth existing base (~15% over 18mo — market tailwind)
Tier 1 — share of wallet (10 key accounts, incl. H&B growth, level TBD)
Tier 2/3 — land & expand (~70 new clients via the machine)
New markets & distributors
End 2027 run-rate
The pipeline engine: it starts at €180M
Closing +€60M at a ~33% blended win rate requires ~€180M of qualified pipeline over 18 months — €10M of new pipeline every month. Half is farmed inside named accounts; the rest is built by a machine that never sleeps.
Pipeline sources · €180M over 18 months
Key accounts · account plans & quarterly business reviews €90M (50%)
Land & expand €54M (30%)
New markets €36M (20%)
Value funnel
18 months
Qualified pipeline created (3× coverage on target)
€180M
↓ ~55% survives MEDDICC qualification
Proposal / negotiation stage
€100M
↓ ~60% closes from late stage
Closed-won
€60M
Volume funnel
Long tail · 18 months
Meetings booked (20/mo AI BDR + phone & events)
~450
↓ 40% meeting → qualified
Qualified opportunities
~180
↓ 40% win rate
New clients
~70
Average ~€250K/yr each.
New pipeline
€10M
€5M key accounts / €3M land & expand / €2M new markets
Meetings held
25
20 AI BDR + 5 phone/events/referrals
Qualified opps
10
MEDDICC-scored — no score, no forecast
New clients
~4
40% win rate → 70 over full period
Quarterly business reviews / strategic
3–4
10 tier-1 accounts on quarterly cycle
Tier 1: ten named accounts
Selection: large supplement/VMS revenue, own-label or outsourced production, Benelux-first with EU reach. Today's top accounts run €10–17M — the ambition per established account: at least double within 12 months, while building the next €17M-class accounts. Current share of wallet to be validated in week 1–4.
Account
Status
Their revenue (latest)
Addressable production value
The angle
Holland & Barrett
€17M today
£981M (+11%)
€120–200MEST
Significant further growth, ambition level to set together. Ride VMS volume growth and the ingestible-beauty rollout; deepen multi-year contracts and co-development.
Ahold Delhaize (AH/Etos)
€89B group
€30–60MEST
Next €17M-class account: own-label vitamins refresh at Etos plus own-label sports nutrition at AH as the supermarket shelf explodes.
Kruidvat / AS Watson
Multi-€B Benelux
€30–60MEST
Largest own-label VMS shelf in Benelux drugstore; price-led, so the cost-efficiency claim lands hardest here. Flagship new-logo hunt of year 1.
XXL Nutrition
>€100M (+25–30%)
€25–45MEST
Grow powder share before the German expansion peaks; co-develop retail-channel SKUs.
Hema
~€1.2BEST
€8–15MEST
Broaden the supplement own-label range on the back of proven delivery.
Body & Fit (Glanbia)
€100M+EST
€25–40MEST
Benelux e-com leader, own label dominant. Glanbia supplies internally — win on speed, formats, local lead times.
Action
€13B+, 2,900+ stores
€10–25MEST
Supplements at discount price points; EU-wide volume in one contract, margin discipline required.
Women's Best (AT, DTC)
€100M+EST
€25–40MEST
Outsourced production, social-first; EU-based supply with fast lead times is a genuine switching argument.
Foodspring (DE, Mars)
€100M+EST
€25–40MEST
Premium DACH brand; IFS certification and quality story open the Mars procurement door.
Vitaminstore (NL retail)
€30–50MEST
€8–15MEST
Own-label depth play in specialist retail; fast decision cycles, reference value for the drugstore channel.
A healthy side effect: concentration falls on its own
H&B is ~43% of revenue today. This plan never caps the account — H&B keeps growing in absolute euros — but as the rest of the book compounds, the dependency dissolves through the denominator, trending toward the ~20–25% comfort level at €100M. Growth is the de-risking.
Today · €40M
H&B = ~43%
- Holland & Barrett€17M
- All other revenue€23M
End 2027 · €100M
H&B trending to ~20–25% (scenario: €22M)
- Holland & Barrett€22M
- Tier 1 (9 accounts)€43M
- Tier 2/3 long tail€25M
- New markets€10M
End-2027 composition is a modeled scenarioMODEL — to validate together.
MEDDICC as the operating system
Deals of €200K–€10M with multiple stakeholders are won on qualification discipline. Every opportunity carries a MEDDICC scorecard in the CRM; no score, no forecast.
M
Metrics
Quantified value per account: margin uplift, lead-time gain, launch speed.
E
Economic Buyer
Who signs at €1M+? Category director, CFO, founder — identified before proposal stage.
D
Decision Criteria
Quality certs, price, MOQ flexibility, lead time, ESG/sourcing — mapped early.
D
Decision Process
Retail buying calendars, range reviews, tender windows — timed to the customer's clock.
I
Identify Pain
Supply risk, slow innovation cycles, margin pressure — surfaced by the account intelligence agent.
C+C
Champion & Competition
An internal seller who wins when we win, plus a battle plan per competing manufacturer.
S5 Negotiation
full MEDDICC, accelerator deployed
The AI-augmented sales process
All built in-house by the Head of Sales — I build these agents myself, quickly, so this list only grows. Eleven agents (and counting) around one clean CRM and funnel: six on revenue, five on voice, service and speed. Every activity they perform is logged automatically in the CRM — pipeline hygiene without admin hours.
Agent 02
ICP & prospecting
WinningHunter + scraping stack identifies fast-growing supplement e-com businesses worldwide (ad spend, growth rate, AOV) — a permanently fresh tier-2/3 list.
Agent 03
Multi-stakeholder mapper
Maps the buying committee per key account — category, procurement, quality, finance — no €1M+ deal with a single-threaded relationship.
Agent 04
AI BDR — multichannel + voice & video
Personalized outreach at scale across e-mail and LinkedIn, enriched with automated personalized voice messages (ElevenLabs voice cloning) and personalized videos inside the sequence — ~20 meetings per month.
Agent 05
Sales voice coach
Analyzes every recorded call: MEDDICC completeness, objection handling, sentiment, talk ratio. Flags gaps per deal and coaches reps on exactly the moment it went sideways.
Agent 06
Quotation engine
Formulation, pricing and compliance check compressed from 24 hours toward minutes — speed as the visible differentiator.
Agent 07
Voice AI — customer service
Answers 98% of customer questions instantly, 24/7. Not satisfied? Seamless warm transfer to a human.
Agent 08
Conversational shopping assistant
Advises prospects on the right ingredients, formats and volumes for the product they want to build — real-time. Turns website visitors into configured briefs.
Agent 09
Outbound calling agent
Calls new prospects with a clear Whisk pitch to trigger the first conversation.
Agent 10
Lead follow-up agent
Qualifies every inbound lead, helps the customer to a quote fast, routes to an account manager above a set order size.
Agent 11
Whisk onboarding agent (optional)
Knows the processes, data, culture and ways of working — gets new employees up to speed in days, not months.
Retention before expansion · events as accelerators
The recurring-revenue rule
100% delivery is the license to expand.
- Production contracts are recurring revenue: every expansion conversation starts from how the current service performs.
- CS/account manager on every tier-1 account — owns delivery promises, ideally over-delivers.
- Account health score (OTIF, quality incidents, response times) visible in CRM — expansion plays only on green.
- Every quarterly business review opens with delivery performance before growth.
Strategic activities as deal accelerators
Each event type has a place in the funnel.
Events aren't hospitality for its own sake — each type has a place in the funnel. The quarterly business review is the session per tier-1 account where delivery, roadmap and growth meet.
Funnel moment
Instrument
Job to be done
Relationship / early (S1–S2)
Skybox football, F1, Hyrox, festivals, sports events, dinners
Access and trust with stakeholders who don't take cold meetings; multi-threading starts socially.
Mid-funnel (S3–S4)
Inspiration sessions at an external venue: Whisk shares newest innovations, formats, market data
Reframe Whisk from supplier to knowledge partner; create urgency around innovation windows.
Closing (S5)
Executive dinner with founders · facility visit Rijnsburg
Economic buyer meets the people and the plant; removes the last risk perception before signature.
Expansion (post-close)
Quarterly business review minimum 1× per quarter per tier-1 account · co-development sessions
Customers get a real voice in product development and innovation; co-owned roadmaps make switching unthinkable.
Operating rhythm: the targets, broken down
A number without a cadence is a hope. This is what €100M means per year, quarter, month, week — and on an average working day.
Daily
- AI agent follow-up first (AI BDR replies, new campaigns, tuning)
- 60–90 min call block (15–20 dials)
- 3+ meetings
- ≥1 proposal out + proposal follow-ups
- Pipe progression & health check (activities auto-logged in CRM by AI)
- €500K new pipeline every working day
Weekly
- 15+ meetings held, 2–3 new qualified opps
- 2–3 on-site visits (client, prospect or fair)
- 1 forecast call (revenue, margin, volume)
- 1 funnel review + Head of Growth sync
- ≈€2.5M new pipeline added
Monthly
- €10M new pipeline (5/3/2 split)
- 60+ meetings, of which 25 new business, 10 qualified opps
- ~4 new clients closed
- 3–4 quarterly business reviews / strategic sessions
- 1 win/loss review
Quarterly
- 10 tier-1 quarterly business reviews — full cycle
- €30M pipeline created, ≈€10M closed-won pace
- 1 strategy review with founders
- 1 pricing & margin review per segment
- 1 team decision: hire, coach, re-target
Yearly (2027)
- €120M pipeline created, ≥€40M closed-won
- 300 meetings, ~48 new clients
- 40 quarterly business reviews, 4 co-development sessions
- 2–3 flagship events (FIBO, inspiration days)
- 1 new sales hire ramped — not ten
The curve: run-rate per half year
€40M
€50M
€75M
€100M
Now (mid 2026)
Exit 2026
validate + ignite
Mid 2027
scale the machine
End 2027
partner status
Back-loaded on purpose: pipeline built in wave 1 converts in waves 2–3, and tier-1 contracts land in annual cycles. The leading indicator to manage is monthly pipeline creation (€10M) — revenue follows with a 1–2 quarter lag.
The principle
“€100M starts as €180M pipeline, which starts as €10M per month, which starts as ~€500K per working day — half farmed inside ten named accounts, half built by eleven agents that never sleep. Manage the day, and the year manages itself.”
Ready to build the next €60M together — the plan above is the first ninety days of that conversation, not the end of it.