Negotiation

Two days of pragmatic and highly interactive training, built around your company’s real negotiations.

Most deals are decided before anyone sits down.

Margin is usually lost in preparation, not at the table: unclear objectives, no mapped alternatives, no agreed walk-away. Then anchoring, loss aversion and the reflex to match a concession do the rest. Bias shows up as discount.

And the table has more chairs than it used to. Two-party haggling has given way to coalitions, internal stakeholders, legal and cross-border interests. Few teams are trained for that room.

This programme runs for one organisation at a time, built on its own deals. Participants are profiled beforehand, your leadership team agrees the success criteria in writing, and every case is written on your real negotiations. Two days, roughly 80% practice: simulation, role-play, structured debrief, led by Réda Guiri. Ninety days later, those criteria are measured against the baseline.

The result: one shared negotiation language across sales, procurement, projects and management, and fewer concessions given away under pressure.

Who it is for

✓ Leaders with profit-and-loss or budget responsibility.

✓ Public-sector leaders responsible for tenders and framework agreements.

✓ Sales, commercial and business development teams.

✓ Procurement, purchasing and supply chain leaders.

✓ Deal teams working on renewals, tenders, joint ventures and supplier contracts.

✓ Executives, directors and general managers.

What it changes

FOR THE PARTICIPANT

A diagnosed negotiator profile: your tells, your default concession pattern, and how to correct both.
A structured preparation routine you can run in 20 minutes before any deal.
The ability to hold a room where more than one person can say no.
Language and tactics that work across cultures without giving up leverage.

FOR THE ORGANISATION

Fewer unplanned concessions — the single behaviour with the fastest effect on margin.
A common negotiation vocabulary and playbook across commercial and procurement teams.
Better renewal and tender outcomes on a like-for-like basis, year over year.
Less executive time absorbed by escalations and reopened contracts.

Programme structure

The agenda below is the standard architecture. The cases, the counterparty profiles and the emphasis are rebuilt for each client after the scoping meeting.
Two days is the standard. Three days is possible where the group is large or the client wants a deeper multi-party and cross-cultural block. Languages: English, French or German. Delivery in person or hybrid. Group size: 12–24 participants.

DAY 1

READING THE FIELD AND PREPARING THE DEAL

What is actually at stake: interests behind positions, ZOPA, BATNA, and the value neither side captures. Negotiator profile diagnostic with individual debrief.
Preparation as the decisive phase: objectives, alternatives, concession map, stakeholder mapping and the questions to ask before the room. Applied to a live company case.
Cognitive bias at the table: anchoring, loss aversion, reciprocal concession — how each one shows up as money. Countermeasures drilled in pairs.
Simulation 1 — a two-party commercial negotiation on a client scenario, observed and debriefed against the preparation each team wrote in the morning.

DAY 2

MULTI-PARTY, CROSS-CULTURAL AND CONFLICT

The four-step framework — Prepare · Explore · Trade · Commit — as a repeatable sequence for any negotiation.
Multi-party negotiation: coalitions, internal stakeholders, veto players and sequencing. Drilled as a group exercise.
Cultural intelligence: how the same move reads in different markets, and what “yes” means where. Conflict and de-escalation without conceding.
Simulation 2 — high-stakes, multi-issue, multi-party, under a real deadline. Full debrief, then each participant writes a personal action plan and the team agrees its playbook.

How the programme is tailored

STAGE	WHAT HAPPENS
Four weeks before	Pre-programme survey: every participant profiled — live deals in flight, current blockers, negotiation-style baseline.
Three weeks before	Leadership scoping meeting. Strategy, culture and priorities are designed in, and the success criteria are agreed in writing before delivery.
Two weeks before	Custom case studies written on the client’s sector, counterparties and real scenarios.
The two days	Delivery, approximately 80% hands-on: simulations, role-play and structured debrief. In person or hybrid.
Ninety days after	Webinar – Implementation review: the agreed criteria are read against the baseline, obstacles removed, the playbook adjusted.

THE TRAINER

Réda Guiri, Founder, RED A Consulting · Executive Partner, Zeal AI · Munich

Ranked #2 worldwide at the MIT AI Negotiation Competition 2025. Nearly two decades of international negotiation experience across four continents and countries (Japan, South Korea, the USA, Arab countries, the UK, France and Germany), spanning the automotive, finance and insurance industries.

Former Director of Procurement and Outsourcing at Toyota Insurance Europe, Middle East and Africa, where he developed the region’s strategy and advised the Group CEO and Board on high-stakes strategic decisions.

Trained at Cambridge Judge Business School in Agentic AI and Leadership in the Era of AI, he teaches AI-augmented negotiation and cultural intelligence in executive education programmes at leading business schools.

In 2024, he founded RED A Consulting in Munich, helping business leaders turn negotiation into a lasting strategic advantage. As Executive Partner at Zeal AI, he also delivers agentic AI solutions to international organisations.

His experience includes training and advisory work for Fortune 500 and market-leading organisations across multiple industries. He delivers training in English, French and German, combining strategic insights with practical, immediately applicable negotiation techniques.

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