Negotiation with Integrity: A Conversation with Edmund Green

In this special Negotiation Month edition of Personal Finance Reimagined, Jeff Hulett sits down with longtime colleague and friend Edmund Green to unpack what makes a negotiator successful—not through tactics and tricks, but through authenticity, empathy, and trust. Edmund, founder and CEO of Parlinum Consulting and former Managing Director at KPMG, offers a masterclass in negotiation strategy rooted in relationship-building, client advocacy, and unflinching honesty.

Trust as the Foundation of Every Deal

The interview opens with Jeff recalling a now-legendary story from their time together at KPMG. Edmund, leading a competitive pitch for an enterprise risk management (ERM) solution, stunned the client’s panel by advising them not to hire KPMG unless their board and executive leadership were fully committed to the initiative. Despite risking a multimillion-dollar deal, Edmund’s candor won the client’s trust—and ultimately the engagement.

Edmund emphasized that this type of truth-telling is essential. “If you're not willing to tell the client the truth, even if it risks the deal, then you're not ready to lead a negotiation,” he said. Rather than pushing a solution the client wasn’t ready for, Edmund made it about them. That, he explained, is the true mark of a negotiator.

The "Client-First" Approach

Edmund shared that his strategy has always been to "sell from the other side of the table." Instead of focusing on his firm’s interests, he centers the client’s needs, even if it means recommending a competitor. This approach builds a level of trust that often leads to long-term partnerships. As Edmund put it: “If you build a trusted relationship, you don’t have to worry about selling. The work sells itself.”

Jeff noted how powerful this strategy would be from a buyer’s perspective, especially in high-stakes corporate environments. Honesty, clarity, and alignment with client goals go further than any sales pitch.

From Fast Food Orders to Strategic Framing

One of the most memorable metaphors from the conversation came when Edmund compared bad consulting to taking a fast food order. A non-consultative seller takes the client’s request at face value without understanding their deeper needs. A great negotiator, however, asks the hard questions:

"Why do you think you need ERM? What problem are you trying to solve?"

This diagnostic approach reframes the engagement and ensures that the proposed solution aligns with the client's true objectives. Whether the issue is regulatory pressure, board-level concern, or a cultural shift from new leadership, understanding the "why" changes everything.

The Role of BATNA in Professional Services

Drawing from the BATNA framework (Best Alternative to a Negotiated Agreement), Jeff and Edmund discussed the importance of knowing when to walk away. Edmund made clear that trustworthiness is the most important criteria in whether to proceed:

"If the person across the table isn’t trustworthy, walk away—even if there's money on the table."

He emphasized that no amount of legal protection can compensate for a lack of trust. It's better to lose a deal than win a bad one. He also advised young professionals not to burn bridges when they lose. Instead, thank the client, stay in touch, and be ready if the chosen vendor fails to deliver.

Internal Negotiation Is Just as Critical

Jeff brought up an often-overlooked topic: internal negotiations within a firm. Negotiating with clients is only half the battle; professionals also need to navigate pricing, firm politics, and risk management.

Edmund approached internal stakeholders the same way he approached clients—with honesty and empathy. He viewed KPMG's risk team not as a roadblock, but as an asset: “Their job isn’t to say no. Their job is to protect the firm and help us figure out how to get the deal done.”

By proactively disclosing the risks and being transparent with all stakeholders, Edmund built trust internally, making external success more attainable.

From Big Firm to Boutique: What Changes?

Now leading his own consulting firm, Edmund shared that his fundamental negotiation principles haven’t changed. The main difference is proximity to decision-makers and the speed of decision-making in middle-market firms. Smaller clients often allow for deeper, more personal engagement—something both Jeff and Edmund now cherish in their own work.

They also acknowledged that while smaller firms can offer Big Four-level expertise, they do so with fewer clients and more direct attention. This shift enables them to spend more time building relationships and less time navigating internal bureaucracy.

The Negotiator's Mindset

In closing, Edmund distilled his approach to negotiation into a few key principles:

1. Start with Hello: Negotiation begins the moment you meet someone. Build trust from the start.

2. Stay Engaged, Even If You Lose: Losing a bid isn’t the end. Keep relationships alive—you may be the next call if things go sideways.

3. Be Yourself: Authenticity isn’t just admirable; it's a strategic advantage. As Edmund said, "You can't be a good Jim Miller. You can only be a great Edmund Green."

Final Thoughts

This interview wasn’t just a lesson in negotiation—it was a masterclass in professional integrity. Edmund Green demonstrates that successful negotiation isn’t about manipulation or maximizing leverage. It’s about understanding people, framing the problem correctly, and aligning solutions to real needs. Most of all, it’s about trust.

As Jeff summarized, "Negotiation isn’t about being perfect. It’s about being clear, present, and trustworthy."

For anyone selling ideas, services, or solutions—this conversation is essential viewing.