What Biotech and AI Start-Ups Can Learn From Car Salespeople About Closing More Deals

“Think Like a Car Salesperson”: What Biotech and AI Start-ups Can Learn About Selling

Many UK start-ups in biotech and AI struggle with sales. Founders often come from scientific or technical backgrounds, excelling at building products but less at selling them. Yet, no matter how innovative your product, it won’t matter if nobody buys it.

To help technical founders improve their sales skills, we spoke with Gary Jennings, Innovation Director at The EpiCentre Haverhill. He has guided dozens of UK start-ups and offers advice inspired by an unexpected source: car salespeople.

An Interview with Gary Jennings, Innovation Director, The EpiCentre Haverhill

Q: Car sales and biotech don’t seem like obvious partners. What’s the link?

Gary Jennings: They seem very different, but car salespeople excel at guiding customers through complex, personal decisions. They build trust quickly, discover what matters most to the buyer, and communicate value clearly. Those are exactly the skills founders need to sell new and unfamiliar products.

Q: How do those skills translate to biotech or AI?

GJ: It starts with how you open a conversation. A good car salesperson doesn’t list features straight away—they get to know the customer first, often starting with a handshake and an introduction. In technical sales, you can show you understand the client’s world. For example, if you’re pitching a diagnostic platform to a healthcare distributor, mention a recent clinical trial they were involved in. That kind of personalization builds rapport and shows you're there to collaborate, not just sell.

Q: What comes after the initial connection?

GJ: Asking the right questions. Car salespeople diagnose before prescribing. They ask, “What are you looking for?” before discussing models. Founders should do the same. If offering an AI tool for pharma R&D, ask, “How do you currently handle recruitment for clinical trials?” or “Where do you see the most delays in your data pipeline?” These questions reveal pain points and help you tailor your pitch.

Q: Many founders struggle to explain tech clearly to non-technical buyers. Any tips?

GJ: This is common. Founders often focus on technical details—algorithms, data sets, accuracy—that buyers might not care about. Car buyers usually don’t care about engine specs; they care about how the car drives. So instead of saying, “Our platform reduces false positives by 12%,” say, “Your team spends 30% less time reviewing irrelevant alerts, freeing them for strategic work.” Translate technical benefits into business outcomes. That’s what sticks.

Also, avoid overwhelming buyers with too much information. Share what they need to make a decision but don’t flood them with facts and figures—that can confuse or turn them off.

Q: How about creating urgency? Car sales often use “limited-time offers.” Does that work here?

GJ: Yes, but it must be genuine. B2B sales cycles are longer and buyers cautious. Still, you can create momentum by framing offers as limited opportunities. For example, “We’re selecting three partners in the next six months to co-develop our dashboard.” This creates exclusivity and encourages action without pressure.

Q: Objections are inevitable. How should founders handle them?

GJ: With empathy and curiosity, never judgment. If a client says, “We tried automation tools before and they failed,” don’t rebut immediately. Ask, “What didn’t work?” This opens real dialogue. Once you understand, respond with evidence, like a case study showing how your solution succeeded where others failed. Objections signal a need for clarity, not rejection.

Q: What about after the meeting? How do you keep momentum?

GJ: Follow-up is critical but often neglected. Don’t just wait for the customer to reach out. Instead, schedule a follow-up: “Shall I call next week or the week after?” This takes control gently. When following up, don’t send generic “checking in” emails. Share something useful—case studies, product updates, or a short demo video. Make the next step easy: “Would you like to try a two-week pilot using your real data?” This lowers barriers and keeps things moving.

Q: Closing the sale can freeze many founders. Advice?

GJ: Closing isn’t awkward if you’ve done the prep right. You’ve built rapport, understood needs, and shown value. Be clear and confident. Don’t say, “Let me know what you think.” Instead, say, “Would you be open to starting a pilot next month?” or “Shall we schedule a follow-up to finalize the scope?” You’re guiding a decision, not forcing one. Avoid adding “or not” at the end, which makes it easy to say no.

Q: Many start-ups build platforms usable across sectors. Is that a strength or challenge?

GJ: Both. Flexibility is good, but selling to everyone at once usually means selling to no one. Early on, find your niche—a sector or use case where pain points are clear and value is obvious. Your product may be broad, but your messaging should be focused. Build traction in one area, gather case studies, refine your pitch, and generate revenue. Then expanding becomes easier.

Q: Can you share an example?

GJ: I worked with a start-up with a machine learning platform for operational optimization usable in logistics, healthcare, manufacturing, and more. They struggled because their message was too broad. We helped them focus on small biotech labs facing scheduling and inventory challenges. Within three months, they signed four clients. That traction gave them credibility and confidence to expand to other sectors.

Q: For founders uncomfortable with sales, what’s your advice?

GJ: You don’t need to be a slick salesperson. You just need to communicate your innovation’s value in a way that resonates. Listen first, speak in outcomes, follow up with purpose, and be authentic. People buy from people. Trust and empathy matter most. Selling isn’t pressure—it’s about clarity and helping. Approached this way, it doesn’t feel like selling at all.

Q: Final thoughts for SME founders growing their customer base?

GJ: Think like a car salesperson, not as a stereotype, but in how they understand people. They build trust, uncover needs, and guide buyers to decisions ethically and authentically. If you can do that, you’ll sell more and build lasting relationships. Next time you prepare a pitch, don’t just polish slides. Focus on what your customer needs to hear and how you can help.

About Gary Jennings

Gary Jennings is Innovation Director at The EpiCentre Haverhill, an innovation centre supporting companies with flexible workspaces and collaborative environments. He helps start-ups and SMEs grow revenue and innovate, working with organisations from Fortune 500 companies to small businesses. He brings experience from government, academia, and the NHS, alongside running his own business. Gary focuses on driving growth while managing costs, backed by an extensive UK and international network.

The EpiCentre Haverhill offers offices, lab space, coworking desks, and meeting rooms at Haverhill Research Park, fostering a community of innovators, start-ups, and scale-ups.