PHOTO: Alex Adamo, Chief Negotiator at The Commercialiser, discusses the art and science of negotiation in today’s business landscape.
Strategies To Maximise Outcomes, Build Win-Win Frameworks, And Thrive In High-Stakes Deals
Alex Adamo shares insights on leveraging biological and psychological drivers, preparing for complex negotiations, and creating win-win outcomes to drive business success.
Alex Adamo is a master negotiator who has shaped billion-dollar deals across industries and continents. His unique approach blends evolutionary anthropology with practical strategy, revealing the hidden drivers of human behavior in high-stakes negotiations.
As Chief Negotiator at The Commercialiser, he doesn’t just close deals—he builds ecosystems. His holding group empowers start-ups with funding, strategy, and execution support, proving negotiation is more than a skill—it’s the foundation of sustainable growth.
In this interview, Alex shares battle-tested tactics: why preparation trumps improvisation, how to turn deadlocks into advantages, and the art of crafting win-win outcomes. His insights cut through complexity, offering entrepreneurs a roadmap to thrive in uncertainty.
More than advice, this is a manifesto—proof that negotiation, mastered, becomes a business superpower.
How did your background influence your approach to teaching negotiation strategies?
My background in evolutionary anthropology has been pivotal. It pushed me to look beyond standard negotiation frameworks and focus instead on the biological and psychological drivers of human behaviour. Understanding why people say “yes” or “no” at a neurochemical level gives a far deeper foundation for applying strategies. For example, people respond differently depending on perceived social status, personal incentives, or even subconscious triggers. Once you grasp what motivates human behaviour, you can anticipate reactions and craft strategies that go beyond setting breakpoints, ZOPAs, and BATNAs.
“Negotiation is conflict. People must accept it and learn to deal with it, which means using it proactively when necessary.” – Alex Adamo
What are the most important qualities of a skilled negotiator in today’s business environment?
Three qualities are essential. First, mindset: negotiators must seek to maximise outcomes rather than merely close deals. Too often, people celebrate getting a deal done, but value is left on the table and they are often unaware of it. Second, structured preparation: complex negotiations cannot be improvised. If you just focus on your next meeting, you are playing draughts while your opponent is playing chess. Third, mental fitness: entrepreneurs face constant pressures and competing priorities, so managing your nervous system is critical. Practices such as meditation, strategic breathing, emotional priming, cold therapy, sleep, identity, and exercise help negotiators remain calm, focused, and decisive even under intense pressure. The Pillars of the Negotiator’s Mindset differentiate successful negotiators from those who break under pressure.
Importance of mindset, preparation, and mental fitness in high-stakes deals. – Alex Adamo
How do you help businesses identify and leverage their strongest negotiation assets?
We begin by analysing “price anomalies” — gaps between what a company is paying or charging versus market benchmarks. For example, a supplier may be charging above the market rate for a critical service, or a client may be willing to accept a higher price than currently offered. These anomalies highlight hidden leverage that can become profitable negotiation assets. Next, we conduct a thorough balance-of-power assessment to identify what negotiation approach we need to adopt and how we can build leverage if possible. Once assets and leverage points are identified, we design a detailed strategy that outlines the timing, sequencing, and communication tactics required to capture maximum value.
What is your process for preparing clients to negotiate with high-value stakeholders?
Preparation is multi-layered. First, we clarify the client’s objectives, ensuring alignment on priorities. Second, we study the counterparty: their motivations, personalities, risks, decision-making style, and internal pressures. Third, we map the negotiation sequence, not just for the next meeting but across the entire process, which may span several months. We help clients anticipate every likely scenario, from concessions they might request to potential objections.
How do you address situations where both parties have conflicting priorities?
I have never done a negotiation where parties do not have conflicting priorities. Negotiation is conflict. People must accept it and learn to deal with it, which means using it proactively when necessary.
What strategies do you recommend in scenarios where negotiations reach a deadlock?
Deadlocks should never come as a surprise; they should be built into the negotiation process. A controlled deadlock is a strategic tool to test the counterparty’s limits, gauge their flexibility, and encourage concessions. If a deadlock arises unexpectedly, it usually indicates inadequate preparation. Successful negotiators embed deadlock moments deliberately, along with pre-planned methods to resolve them, such as offering alternative options, restructuring deal terms, or introducing low-cost, high-value concessions.
How do businesses create a win-win framework during challenging negotiations?
Win-win outcomes rely on exploring low-cost, high-value opportunities that matter differently to each party. For instance, one company may highly value faster delivery, while another can provide it at minimal expense. By exchanging assets strategically, both sides increase total value. Trust and transparency are critical — too much openness can be exploited, so negotiations must balance candour with discretion. Additionally, laying out all variables on the table and agreeing a common deal structure ensures clarity, reduces misunderstandings, and fosters collaboration even under pressure.
What tools or methodologies do you use to assess negotiation performance and outcomes?
Benchmarking is key. We measure outcomes against industry standards, expected ranges, and historical performance. For example, if the market norm allows a 5% cost reduction and a team only achieves 2%, value has been left unrealised. This data-driven approach creates accountability, highlights areas for improvement, and links negotiation outcomes directly to financial performance. It ensures that success is measured not by the deal alone but by its impact on the bottom line.
How do you recommend handling power imbalances in negotiations?
First, assess the real balance of power carefully and rationally. Fear often leads negotiators to assume the counterparty is stronger than they really are. If a real imbalance exists, identify ways to shift it — through alternative options, partnerships, or strategic market actions. At the same time, manage perceived power by projecting authority and credibility. Even if the other side has more actual leverage, accurate perception management can turn the table in your favour.
Can you share insights on maintaining long-term business relationships after tough negotiations?
It’s not what happens after the negotiation that matters most, but how you handle it during. Credibility is essential: avoid lying or making inconsiderate requests. Language matters — instead of saying “this is all the money we have,” when it’s not the case, say, “this is what we are prepared to do”. Managing emotions, staying calm when tensions rise, and being transparent while deciding how much information you should be sharing is critical to preserving relationships.
What advice can you give to start-ups or small businesses negotiating with larger, more established companies?
Don’t undervalue yourself. If you’re at the table, it’s because the larger company sees value in your offering and someone in that business has been given the mandate to work with you. Avoid giving away margin just to secure the contract — unsustainable terms can jeopardise your long-term business. Big companies often use sophisticated negotiation tactics and processes to squeeze more out of the deal, so maintaining discipline and clear boundaries is essential. Sometimes the best deal is no deal. Protect your margins, know your worth, and negotiate as a partner, not as someone desperate to please. When you are making a deal, you are not there to provide customer service to the large company’s procurement team — you are a negotiator.
Perhaps most importantly, go to the negotiation table with BATNAs. If you don’t have alternatives and you need that particular deal to survive, you’ve already lost. Build a business that is not dependent on any single big customer so that you can negotiate from a position of opportunity rather than survival.
