Equipment, automation and systems: we put your team in front of the operations and warehouse leaders investing in how they move, store, and pick product.
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Most material handling companies don't need another list of cold leads to chase. They need meetings on the calendar. Our reps run calls, email and LinkedIn as one program, so you talk to the operations and warehouse leaders who have a real project and the budget for it.
Matches your ICP. No bottom-of-market noise.
The actual decision-maker, not a gatekeeper.
Active intent, budget approved, project underway.
These are the problems we hear most from companies like yours, and what we do about each one.
High-value systems have long, complex sales cycles.
We keep the funnel full and multi-threaded so pipeline stays predictable.
Your engineers are selling instead of designing.
We book qualified meetings so technical staff focus on solutions.
Referrals and trade shows aren't enough.
A year-round outbound engine adds qualified operations conversations.
Reaching the right operations buyer is hard.
We map and reach operations, engineering, and procurement owners.
Every program is built around your highest-value offerings: the service lines we put in front of qualified buyers so your team spends its time quoting real work.
Meetings for equipment and fleet sales.
Reaching buyers investing in automation.
Systems and storage project meetings.
Recurring service and support work.
The best material handling account runs a real fleet in a building it plans to stay in, works more than one shift, and is under pressure to move more product with the same people and space. That account buys service every month, rentals every peak, and equipment or systems when the capital plan allows.
Service and rentals are usually decided at the site by the warehouse or maintenance manager. Fleet replacements and systems projects go up to operations leadership, engineering and often procurement. Know which conversation you are having before you choose who to call.
Controls: The capital plan, throughput targets and automation decisions.
Cares about: Cost per unit moved, labor dependence and uptime across sites.
Gets involved: Annual capital planning, expansions and new facilities.
A plan to move more product without adding headcount or square footage.
Controls: The daily fleet, peak rentals and often the service vendor.
Cares about: Trucks that run, fast response and a safe floor.
Gets involved: Breakdowns, peak planning and budget input.
Fewer trucks down during the shifts that matter.
Controls: Service, planned maintenance and parts.
Cares about: Repair turnaround, parts availability and fewer repeat failures.
Gets involved: Service agreement renewals and repair-versus-replace decisions.
Planned maintenance that cuts emergency repairs.
Controls: Layout, storage, conveyor and automation projects.
Cares about: Payback, integration with existing systems, and not disrupting operations during install.
Gets involved: Project scoping, which can start well before budget is approved.
A clear look at where product slows down and what fixing it is worth.
Controls: Leases, national agreements and standardization across sites.
Cares about: Total cost, fewer vendors and consistent terms.
Gets involved: Lease expirations, RFQs and acquisitions.
One fleet program across sites, with data they can manage.
Controls: Operator training, pedestrian safety and incident follow-up.
Cares about: Avoiding injuries and audit findings.
Gets involved: After an incident, an audit or an insurance review.
Safer equipment and documented operator training.
Expansions and fleet age open the most doors. A new or bigger building needs equipment, storage and service from day one, and an aging fleet pushes repair costs up until someone has to decide what to replace.
Material handling runs several sales cycles at once. Rentals close in days when a peak or a breakdown hits. Service agreements renew on a schedule. Equipment purchases follow the capital plan, often set a year ahead. Systems projects take longest and involve engineering, operations and finance.
That means an account that just replaced its fleet is not a dead account. It still needs service, peak rentals and parts, and its next lease end date is known. Log the fleet age, brands, lease terms, peak months and who services it today, then come back when one of those dates gets close. A qualified appointment setting program is built for exactly this kind of dated, multi-year pipeline.
Incumbent dealers are often tied to a brand, and many customers are loyal to the brand. You rarely win the whole account at once. The usual path is service on other brands, peak rentals or a racking project first, then the fleet when the lease turns over. For the big projects, get in front of the capital plan before it is submitted.
Your best salespeople are usually technical, and their time is worth more scoping solutions than cold calling. An outsourced sales development team working as an extension of yours keeps the top of the funnel moving while they work deals. To size how many meetings a revenue target actually needs, the pipeline math framework works through the arithmetic.
Most objections in material handling reveal which buying cycle the account is in and who controls it. Use them to set the next date, not to argue.
What it tells you: The equipment cycle is closed for now, but you just learned when it will reopen.
Next step: Ask whether the trucks are leased and for how long, and who services them. Service and rentals may still be open.
What it tells you: Brand loyalty, a national agreement or a long relationship.
Next step: Ask how service response has been and what they do for peak rentals. Those are the common gaps.
What it tells you: The capital plan is set. The timing is the useful part.
Next step: Ask when next year’s capital plan is built and offer a fleet or layout assessment before it is submitted.
What it tells you: They are picturing a large system, not the specific bottleneck they have.
Next step: Ask where product slows down most: picking, storage density or the dock. Smaller projects often start there.
What it tells you: A reactive buyer with no planned maintenance today.
Next step: Be the number they call, and ask whether a no-cost fleet inspection would be useful before peak, if you offer one.
A qualified meeting is with the person who decides the category you sell, at a site that fits your territory and fleet profile, with a date or a problem that makes the meeting worth having. Abstrakt holds every meeting to Right Company, Right Contact and Right Timing, as described on our qualified appointment page.
Fleet size, operation type and location match your territory and offering.
Site manager for service and rentals; operations, engineering or procurement for capital and projects.
A lease end date, capital planning month, project date or upcoming peak.
Dealer, brands, fleet age and whether trucks are owned or leased.
Downtime, repair costs, capacity, labor or safety, in the prospect’s words.
A fleet assessment, site visit or project scoping session the prospect expects.
Selling across several regions? National Outbound BDR runs the same qualification standard in every territory you serve.
A repeatable, transparent process, built and managed for you end to end.
We map your total addressable market, scoring accounts and 200+ buying-intent signals to find the ones most likely to need you now.
A U.S.-based SDR team runs the cold calls, backed by email, LinkedIn and customized direct mail.
Every interested contact is vetted against your ideal profile. Only real opportunities with real timing move forward.
The meeting lands with full context, and every touch is logged in your Results Portal.
Client testimonials and verified reviews from the companies we grow.
Plug in your revenue goal and average deal size, and we'll show you the qualified meetings per month you need to book. No form, no email, just the math.
Open the Business Growth FormulaWhere new material handling business comes from right now, built from our own talk tracks.
A quick call to see if your market is still open and whether we're the right fit. We'll walk you through how the program works. No long sales process, no obligation.
A quick 15-minute market & fit call.
The framework for reverse-engineering a revenue goal into the exact number of qualified meetings you need every week.
Read the ArticleApproved client stories, with the period each figure covers. See every logistics result.
Nate Schwandt, Director of Marketing, Sheer Logistics
About Our Partner: Our logistics partner, headquartered in St. Louis, Missouri, is a leading provider of logistics services across North America, offering…
Our Florida material handling partner is a leader in the industry, specializing in material handling equipment and warehouse solutions.
Set a monthly meeting goal and your own conversion rates. Green tags are Abstrakt history, yellow is a broader cross-industry benchmark, gray tags are your inputs. Value appears once you enter your own average.
Illustrative math from your inputs. It updates as you type.
Enter your average first-year deal value to see contract value. We do not fill in a number for you.
First-year deal value won each month
First-year deal value from 12 months of wins
How this works: appointments x dials per appointment = outreach, spread over 21 working days. Appointments x your proposal rate x win rate = wins. Wins x your value = contract value: what signed work is worth, not revenue recognized. Fractions are monthly averages. Not a forecast, a quote or a promise.
Abstrakt at a Glance answers the five questions buyers ask before they sign: how it works, what clients got, what calls sound like, what reviewers say and what it costs.
Program commitments
Program expectations and commitments are defined in your agreement. Before launch we agree on what a qualified material handling meeting is, who we call and how results are reported.
Exclusive to your territory
One client per trade per territory: we will not run the same program for your direct competitor in your territory.
Pricing
Outbound BDR programs: starting at $5,000 per month. See what a program includes.
Our SDRs open the door. Our creative and inbound teams make sure what a buyer finds next, your website and the material your reps send, closes the gap.
Conversations for equipment and forklifts, automation and systems, racking/storage/conveyor projects, and service contracts.
Operations and warehouse leaders, engineering and automation buyers, and procurement/facilities.
Most lead-generation vendors sell leads: names and emails you chase. We sell booked meetings with qualified buyers, each verified against three checks: Right Company, Right Contact, Right Timing.
Both. We build the target list to match your footprint, from a single metro to several states.
All three, in whatever mix you want. Most dealers use outbound to open service and rental relationships and to learn lease dates, then turn those accounts into equipment and project opportunities.
Far enough that the warehouse manager is still planning, not already short of trucks. Ask each account when its peak starts and when it lines up rentals, then work back from that date.
Yes. We multi-thread the operations leader, the engineering or continuous improvement lead and procurement, because projects stall when only one of them is involved. Expect a longer cycle and plan nurture accordingly.
Usually. Warehouse and maintenance managers know their fleet well, and asking about it is a natural opening. The SDR records fleet size, brands, age and lease status in the handoff.
Sales development is the core of what we do. Search and sales collateral support it, so the buyer hears the same story on the call, on your website and in the follow-up.
A BDR team that builds the target list for your trade and territory, runs phone, email, direct mail and LinkedIn as one campaign, and grades every meeting before you get it.
Pricing starting at $5,000 per month See Outbound BDRDedicated SDR/BDR teams for Fortune 1000 and large enterprise sales: named accounts, new markets and channel partner recruitment, backed by research from Abstrakt Intelligence.
Custom pricing See Enterprise SDR/BDRA website of up to 100 pages, local SEO and a new blog every business day, built to get you found on Google and cited in AI answers.
Packages starting at $1,000 per month See Inbound SDRSell sheets, case studies, pitch decks, trade show materials, video and direct mail that tell the same story as the call.
Packages starting at $500 per month See Brand BoostGet Outbound BDR, Inbound SDR and Brand Boost together, starting at $6,500 per month
One team runs the outbound calls, the website and search, and the sales collateral, so every touch tells the same story. Enterprise SDR/BDR is priced custom, to the size of the dedicated team.
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