The Monday Tuesday Morning Building Product Advisor
​Issue #118

[We're a day late due to the holiday weekend here in the U.S. I hope you had a safe one! Anyway, on with today's newsletter...]

Something shifted near the end of a meeting a few months back.

The rep was really attentive and knowledgeable. They showed me a great product and patiently answered most of my questions. I was beginning to see how it could be useful for an upcoming project.

Then, almost as an afterthought, they mentioned, “Oh, and just so you know… our pricing is going up next quarter, so if you’re thinking about specifying this, now would be a great time to move.”

I didn’t say anything. I probably even nodded.

But that’s when I started pulling back, even if it wasn’t obvious.

Here’s what that line actually said to me:

The urgency wasn’t for MY benefit. It was for the rep’s. When my head goes there, I reassess the entire meeting. Everything we’d built in the last 40 minutes goes through a new filter. Was that genuine? Or was this always heading here?

What’s really tricky is that the line might seem friendly and even helpful on the surface. That’s exactly what makes it more hurtful, not less.

I’ve also heard things like, “I’ve actually been talking to two other firms in town who are thinking about using this system.”

Or: “I’m being reassigned to a new territory at the end of the quarter, and I want to make sure we resolve this before the transition so you don’t lose continuity.”

Both seem thoughtful, but they’re really targeting my anxiety instead of helping with my project issues. Neither addresses whether it’s the right time in my project to make this decision.

Real urgency does the opposite. It comes from my timeline, not yours. It shows me you’re paying attention to what I’m dealing with. And that’s the difference between a rep I trust and one I have to manage.

I’ve been through these moments a LOT.

And it’s changed how I see the “Why Now?” question. It’s the last part of the Reason Why framework, and it’s often where product reps slip up. Today, I want to show you what real, helpful urgency looks like and share 3 straightforward ways to create it.

Let’s go through each one together.

The project timeline is your best urgency tool, and it’s sitting there ready to use.

Here’s a good example of how a rep used the project timeline in the right way:

About 20 minutes into the meeting, she asked some simple questions. She wanted to know the project phase, timeline, and who the CM was. I kept my answers short, as many architects do when they assume a rep is just being polite.

Then she says, “OK… Based on where you are in DD, your time window for selecting this system is probably 6 to 8 weeks out. If it’s not in the spec by then, the CM will price it based on what he knows. After that, adding something else to the project will be tough.”

I remember leaning back a little.

Not because the timeline surprised me. [I kinda already knew that.]

But because she understood it without me having to spell it out. That’s not something reps usually say. Most of the urgency I hear in meetings is personal. Like, “Our pricing’s going up,” “I’m changing territories,” Yada, yada, yada… I’m sure those reasons are valid, but they don’t really relate to my project.

What made this rep stand out was how she acknowledged my project pressures early on and mirrored them back to me.

The urgency was mine, and she simply voiced it. That creates a very different feeling than just being sold to. When a rep really understands what’s at stake (and when)…

That’s the kind of professional relationship I value and look forward to building.

Lead time is one of the most underused urgency tools you have.

And we need to know about it early.

I once worked on a project where I learned about the lead time after the bid package was already out.

The product was specified, the contractor had the documents, and pricing was underway. Then someone casually mentioned that the system had a 14-week lead time.

Wait… what?!? That scheduling issue could affect our relationships with the contractor and the client, as well as my workload. I started making unexpected calls. I had to explain delays and handle issues from a design choice that seemed fine just three months ago.

What made it even more frustrating was that this wasn’t new information.

The rep knew, but it just didn’t come up. I’m not sure if it felt too minor to mention earlier, or if there was hesitation about raising it before the spec was finalized. But here’s what I want you to understand:

Lead time isn’t just a risk to manage carefully. It’s essential project information I need.

Share it with me early (not like some kind of tactic, but naturally as part of introducing your product).

When you do, it stops feeling urgent and becomes an important part of my planning process. I can consider it, adjust the spec accordingly, and the project keeps running smoothly. Plus, you end up looking like someone who thinks like a project manager.

But if you share it late, I associate your product with a problem I faced at the worst possible time.

The best reps are those who tell me what I need to know before I even realize I need to know it. Lead time is a great place to start.

The best “Why Now?” conversations happen naturally when you know where my project stands.

You can’t script or rush this part.

Knowing when timing really matters means knowing the project. Which phase is it in? Which decisions are active? Which consultants are involved, and where are the pressure points?

That knowledge comes from a lasting relationship where I trust you enough to share what’s happening in my practice.

That trust is built through everything we’ve discussed in this series. Show up with reasons, not just facts. Bring evidence, not just talking points. Show me again and again that your goal is to help me make a good decision, not just to get in the spec and move on to the next call.

When you’ve built that kind of relationship, “Why Now?” almost takes care of itself.

You know when my submittal window is closing, your lead times, and the contractor landscape in your market. When the timing is truly right, you mention it as the natural next step in a conversation that’s been building for months.

That’s the whole framework: Why You, Why True, Why Now.

Answer those three questions honestly and in the right order, and the spec decision starts to feel obvious to me long before you even ask for it.

Thanks for reading this whole series. The replies have been the best part, so keep them coming.

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That's it for this week!

Here's to building more than just buildings, and see you next week,

Neil "Why Ask Why" Sutton
​Architect | Speaker | The Product Rep Coach

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P.S. Do you really want inside an architect's head?

When you’re ready, there are 3 ways you can start working with me:

• Product reps: If you want to be better at connecting with architects, reply, and let's chat.
• Business owners or Team Leaders: You can book an Architect Connections Training for your team. Reply, and I'll send you the details.
• Speaking: If you need me to present at an upcoming group meeting, get in touch, and let’s talk!

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