Find out where your enterprise deals actually stall
Your funnel, your ICP, and your named-account list, read by operators who have sat in the committee your reps are trying to reach. You keep the map whether or not we work together.
Grace built and ran this from inside Microsoft, Pfizer, and Canon. She has been in the committee, not pitching to it.
Keynote and chair
You think it is price. It is almost never price.
Enterprise deals stall and the reason gets written down as "budget" or "timing", because that is what the champion said on the last call. So next quarter you discount, or you ship more content, and the same deals stall in the same place.
Meanwhile the actual reason was a security review nobody prepared for, or a procurement step your champion could not navigate alone, or a fifth person in the room who was never sold to at all. You cannot fix what you have not named.
Five things, in one document
Not a deck. A document your VP of Growth can read on a train and act on, and that your champion can forward to the people who have to say yes.
The stall map
Your last five enterprise opportunities, and where each one actually died. Security review, procurement, legal, no exec sponsor, or price. Named and evidenced, not guessed. Most teams believe it is price. It is usually not price.
The committee map
Who is really in the room at your top accounts. Every seat, what each one is measured on, and which one quietly kills the deal by staying silent. This is the piece your reps have never had in writing.
The signal read
Which of your named accounts are in market right now, and which are not. The first Solutions Engineer req, the new VP of Enterprise Sales, the pricing page that quietly added "Contact sales". You stop working all of them equally.
The message gap
What your current content says, next to what each seat in the committee needs to hear. Side by side. This is usually the uncomfortable page.
The recommendation
What to fix first, in order, with the reasoning. Including whether you need us at all. If the answer is that you need a hire, or that you are too early, that is what it will say.
The document is deliberately forwardable. Most of its value shows up in the meeting you have after we leave, when someone else in your company reads it.
Two weeks, four steps
- 01
You send the list
The named-account list, read access to your CRM, and your last five enterprise opportunities. Half an hour of your time.
- 02
We do the work
Two weeks. Account research, the signal sweep, the committee mapping, and a read of everything an enterprise buyer currently hits.
- 03
One call
Ninety minutes. We walk you through the map, argue about it, and you push back. The argument is the useful part.
- 04
You keep it
The document is yours. Use it, hand it to a hire, hand it to another agency. No strings, no follow-up sequence.
No kickoff workshop, no discovery phase, no weekly check-in. You hand over the list and get the map back.
If you do not need us, we will say so
This is the only thing we sell that might end with us telling you to hire someone instead. That is on purpose. A free audit has to flatter you, because flattery is how it earns the next call. A paid one is free to be straight with you, which is the entire reason it is worth having.
So the recommendation goes where the evidence goes. Sometimes that is Enterprise ABM. Sometimes it is that your mid-market motion is not ready and the honest answer is to wait two quarters. We would rather lose the retainer than write a document we do not believe.
- You have a named-account list, or you are ready to build one
- You have a mid-market motion that already closes
- Enterprise deals are stalling and you cannot say precisely where
- You want the answer before you commit to fixing it
- Pre-revenue, or no working mid-market motion yet. Too early, and we will say so before you pay.
- You already know exactly what is broken and just want hands. Skip to Enterprise ABM.
- You want a document to justify a decision you have already made
What you are actually thinking
Is this just a sales call in disguise?
No, and the test is simple: you keep the map either way, and there is no follow-up sequence. We charge for it precisely so it does not have to be a pitch. If the audit says you need a hire rather than us, or that you are six months too early, that is what the recommendation will say. We would rather lose the retainer than write a document we do not believe.
Why is it paid rather than free?
Because a free audit is a lead magnet, and a lead magnet has to flatter you. This is two weeks of real account research, and paying for it means the findings can be straight. It also sits inside a single approval authority, so you can green-light it yourself without assembling the committee you are trying to sell to. See pricing for the number.
Does the audit come off the retainer if we go ahead?
Ask on the call. It depends on scope, and we would rather tell you the truth than promise a discount on a page.
What do you need from us?
The named-account list, read access to the CRM, your last five enterprise opportunities and what you believe happened to each, and half an hour to hand it over. That is it. We do not need a workshop or a kickoff deck.
How is this different from a funnel audit from an agency?
An agency funnel audit reads your funnel. This reads the room your deals die in. The difference is that we have sat in that room: Grace ran enterprise GTM from inside Microsoft, Pfizer, and Canon, on the buying side of the table. The stall map and the committee map are things you cannot get from someone who has only ever sold in.
What if we disagree with the findings?
Good. That is the ninety-minute call. You know your business and we know the room. If you can talk us out of a finding, the finding was wrong and the map gets better.
Send the list. Get the map.
Send the list and half an hour. If it turns out we are the answer, Enterprise ABM is where most people go next. If we are not, you still have the map, and that was the point.