Telecommunications technology evolves rapidly, so I negotiate flexible contract terms that support scalability, upgrades, and innovation while maintaining cost control and service level guarantees. By ensuring agreements are equitable, sustainable, and mutually beneficial, I foster productive and long-lasting business relationships.

When negotiating with vendors, aim for a partnership, not just a deal. Listen carefully to understand their needs and concerns. Focus on long-term value rather than short-term gains. Be open to compromise—flex on less critical points while holding firm on key priorities. Build trust by being honest and fair. A win-win happens when both sides feel heard, respected, and leave the table with mutual benefits.

-Parler clairement de vos attentes -Ne pas oublié ou ignorer les moindres détails -Avoir une large connaissance du marché -Etre flexible sans exagération -Conclure avec de bons termes, garder un bon relationnel

Be genuinely curious about your vendors technology and what motivates your POC to make their sells and why they believe in the product they are selling. Be transparent about why you’re needing a particular new device or existing devices. Build real rapport with them. In the event your company needs to pivot to something new or has a problem having a solid contact to reach out to is vital to maintaining harmonious operations, especially in tech where things change at a pace that blows me away twenty years into my career.

As negociações que tive oportunidade de participar tinha um objetivo claro de atender as necessidades da organização e do fornecedor, trabalhando para equilibrar anseios e expectativas, no intuito de perenizar a parceria.

I question the “win-win” frame. I’m no shark, but you are trying to get the best outcome for you, which includes a good professional relationship with a vendor or customer. Fisher and Ury’s book, “Getting to Yes: Negotiating Agreement Without Giving In”, is my go to. The key is focusing on interests, not positions, separating people from the problem, and using objective criteria. Generating options expands value, and knowing your BATNA ensures you don’t settle for less than you should. Getting to Yes remains essential because it equips you to negotiate effectively, even when the other side won’t.

It is very important to identify the stakeholder's interests and then assuring that all the stakeholders are getting benefitted with the terms of the contract. Generally, it haas been found that most of the contract are one sided and being dominated by the terms & conditions of the buyers only but that leaves the scopes of long term disputes and creates a question mark on the longivity.. So, it is always good to understand, identify, document, communicate the benefits of the contract with all the stakeholders before finalizing it.

A well-structured agreement should outline pricing, timelines, dispute resolution mechanisms, and performance metrics, ensuring transparency for both parties. This clarity minimizes conflicts and creates a solid foundation for collaboration. Beyond the contract, nurturing a long-term partnership is equally important. Instead of focusing solely on short-term gains, both parties should invest in trust and mutual growth. Open communication, flexibility, and a problem-solving mindset help build a strong, sustainable relationship. When vendors feel valued and fairly treated, they are more likely to go the extra mile, ensuring high-quality service and future collaboration opportunities.

Para garantir uma negociação ganha-ganha, eu sempre busco entender as necessidades da outra parte, criar valor além do preço, manter transparência, pensar no longo prazo e alinhar expectativas de forma clara. Acredito que uma boa negociação não é sobre vencer, mas sobre construir parcerias sustentáveis.

-One thing i have found helpful is willing to Compromise: Enter the negotiation with an open mind and be prepared to make concessions that do not significantly impact your core objectives but are valuable to the vendor.