Switching from survival mode to sales mode? Here's the playbook

In the aftermath of one of the most challenging periods in recent memory, New Zealand’s engineering sector has had no choice but to batten the hatches. We’ve seen the headlines – shrinking pipelines, layoffs and a relentless focus on survival. Yet, as green shoots begin to appear, a crucial question emerges: how can Aotearoa's engineering firms pivot from surviving to thriving once again?

Dominique Rennell, Head of Sales at Projectworks, has seen first-hand the heavy toll the downturn has taken. She speaks daily with Kiwi engineers – leaders who have weathered storms of uncertainty and are now at the threshold of what could be a competitive and rewarding rebound.

Panic mode to pipeline building

“Almost every engineering leader I’ve spoken to has been in panic mode at some point,” Rennell explains. “It’s completely understandable – when there’s not enough work coming in and your best people are at risk, you’re forced to focus solely on the now, just to keep the doors open. But as opportunities start to reappear, that survival mindset can become a sticky trap.”

For those firms that have endured the downturn, the temptation to stay in crisis mode is powerful. But, as Rennell warns, 2026 will be won by those willing to break free from short-term thinking and start laying the foundations for long-term success.

“Short-term thinking kept firms afloat during the worst of it,” she says. “But next year will belong to those who can start asking the big, strategic questions again: What projects do we want to win? What kind of talent do we need to hire? What relationships and credibility do we need to build to make that happen?”

Embracing the fierce competition

As the market begins to rebound, competition will be intense. The firms that have survived the downturn aren’t just clinging on – they’re resilient, determined and hungry for growth. “Next year’s rebound won’t be won by firms stuck in survival mode,” Rennell insists. “It’ll be won by leaders who are doing the groundwork now – identifying the work they want to win, establishing a competitive edge beyond price alone, and rebuilding their presence in the market.”

This shift demands a renewed sense of energy and ambition from leaders. It’s about moving from a defensive posture to an offensive one – becoming proactive, rather than reactive.

Breaking free from survival mode

For many leaders, these big-picture questions feel impossible to tackle amid the daily grind. That’s why Rennell recommends creating deliberate space to rethink the future. “Block out a day or two in your calendar,” she suggests. “Bring in an outside perspective – someone you trust, a friend or an expert – to help you build a 12-month rebound plan.”

This plan should include three critical steps:

• (Re)define your positioning: Decide what you want your firm to be known for a year from now. “You don’t want to be known just for having the cheapest price,” Rennell warns. “The market has shifted, and so has the way work is won. The sales pitch that got you over the line in 2023 might not resonate in 2026.”
  
  
• Map your future pipeline: Identify the three projects – or even categories of projects – you want your firm to win over the next year. Then, work backwards to determine what talent, experience and relationships you need to develop to make those wins possible.
  
  
• Build your future profile: Like it or not, a firm’s leader is often one of its biggest differentiators. “No engineer wants to be a salesperson,” she laughs, “but the best salesperson is an engineer who genuinely understands the work.” She recommends a modest but consistent approach: one LinkedIn post a month, one coffee catch-up a week, and one industry event a quarter. Authenticity matters more than polish.

Sharing the plan – and celebrating the small wins

Equally important is sharing this rebound plan with your entire team. “It’s not enough to craft a plan in the boardroom and keep it to yourself,” says Rennell. “Bring your team into the conversation. Start every meeting with it. Track your progress and celebrate the tiny wins early on – because those small victories are the first signs you’re on the right track.”

For example, if you’re getting more invitations to pitch – even if you’re not winning yet – it’s still a sign that your profile is rising and your relationships are paying off. Those small wins are fuel to keep the momentum going.

By celebrating the small wins, you’ll also get better at spotting marginal gains – those subtle 1% tweaks that’ll have a disproportionate impact on your firm in the months ahead.

Talent – your other sales pitch

The coming rebound won’t just be about winning work –it will also be about winning talent. Some of the best engineers have moved offshore, and firms will need to work twice as hard to attract them back. “Just like you’re building relationships with your future clients, you should start doing the same with future hires,” Rennell advises. “You don’t want to start from scratch when you’re finally in a position to grow again – you want to be ready to shoulder-tap the very best.”

She also urges leaders to invest in their current teams –upskilling them in AI, soft skills and even sales. “They’ve stuck with you through the hard times. Make sure they’re fighting fit for the rebound.”

Hold your nerve and stay alert

As with any good plan, the early days can be rocky, and results may not be immediate. “You’re making future bets,” Rennell says. “You won’t see the payoff right away, so find indicators that you’re on the right track – like new invitations to pitch, or growing engagement on LinkedIn.”

At the same time, stay attuned to signals that you might need to pivot. “If you’re not getting any traction – no one’s engaging, no one’s talking about future work – it might be time to revisit your approach,” she cautions.

When to call in back-up

For engineering leaders who find networking and sales deeply uncomfortable, Rennell offers one final piece of advice: bring in help. “If you hate it, don’t use that as an excuse to avoid it. Hire someone who’s great at it. It could be a part-time marketing specialist, or someone within your team who’s comfortable in the spotlight. But don’t let it slide.”

As 2026 fast approaches, the message is clear: the firms that thrive won’t be those who waited for the market to save them – they’ll be the ones that acted early, planned carefully and moved boldly. For New Zealand’s engineering leaders, the rebound starts today.

Get a head start with Projectworks

• Not sure where to begin? Block out 20 minutes today for Dominique’s sales course in the Projectworks Academy. Steal Dominique’s sales playbook, learn from her mistakes and come away with a six-step action plan you can put into practice immediately. 
  

This article was brought to you in paid partnership with Projectworks.