Actions: Confirm deal type (buying committee, procurement/security, ACV, timeline). Capture the core use case and desired business outcome. Identify the #1 stall risk (no decision vs procurement vs security vs POC).
Checks: There is a clear outcome, buyer, and timeline (even if assumed).
2) Map the buying committee + pick the champion
Inputs: Account org context; known stakeholders.
Actions: Build a buying-committee map (5–7 common roles) and identify a champion (the person who can drive internal consensus). Define each stakeholder’s goals, risks, and required evidence.
Outputs: Buying committee map + champion plan (what the champion needs next).
Checks: A single “primary champion” is named (or a plan to find one within 1–2 calls).
3) Arm the champion (enable internal selling)
Inputs: Use case, value narrative, stakeholder concerns.
Actions: Produce a champion enablement kit: internal pitch memo, stakeholder one-pagers (IT/security, procurement, legal, economic buyer), and objection/FAQ answers. Include proof artifacts (case studies, security docs list, ROI assumptions).
Outputs: Champion enablement kit.
Checks: The champion can forward/share these materials without editing (copy/paste ready).
4) Beat “no decision” with decision enablement + MAP
Inputs: Current stage; risks; target decision date.
Actions: Make “do nothing” concrete (cost, risk, missed goals). Define the decision to be made, options, and decision criteria. Build a Mutual Action Plan (MAP) with dates, owners, and required outputs (incl. procurement/security milestones).
Outputs: Decision enablement plan + MAP.
Checks: MAP includes a decision meeting date and explicit buyer commitments (not just seller tasks).
5) Design the POC/pilot as a business case (not a feature test)
Inputs: POC request; success criteria; data available; integration constraints.
Actions: Reframe the POC as a 30-day pilot to co-create a business case/ROI model. Define measurable success metrics, required data, responsibilities, and decision criteria. If appropriate, propose a paid pilot/POC as a seriousness filter.
Outputs: POC/pilot plan + ROI model + decision criteria.
Checks: The pilot produces a decision-ready business case, not just “it works.”
6) Run procurement + security like a project (do the paperwork)
Actions: Create a tracker for forms, security questionnaires, and vendor onboarding steps. Offer to pre-fill buyer forms to reduce their load. Prepare a minimal security packet checklist and coordinate internal SMEs. Consider contract structuring options (e.g., separate services vs software agreements) where appropriate—without giving legal advice.
Actions: Run references/CHECKLISTS.md and score with references/RUBRIC.md. Add a signature plan (who signs, when) and an implementation handoff (kickoff, first value milestone). Always include Risks / Open questions / Next steps.
Outputs: Final Enterprise Deal Execution Pack.
Checks: Next steps are executable this week; assumptions are explicit; “no decision” risk is actively managed.
Always include: Risks, Open questions, Next steps.
Anti-patterns
Avoid these common failure modes when producing an Enterprise Deal Execution Pack:
Single-threading the champion — Relying on one internal contact without mapping the full buying committee. Champions leave, get overruled, or lose political capital. Always map 5-7 stakeholders and have a backup path.
POC as a feature demo — Letting the POC become an open-ended technical evaluation without success criteria, timeline, or a business case. Every pilot must produce a decision-ready ROI model, not just “it works.”
Treating procurement as passive waiting — Sending forms and waiting instead of proactively project-managing procurement, security, and legal like a joint workstream with owners, dates, and escalation paths.
Ignoring “no decision” risk — Focusing on beating competitors while the real enemy is status quo inertia. The do-nothing cost must be made explicit and concrete with a decision guide and MAP.
Stopping at signature — Declaring the deal done at contract signing without an implementation handoff, kickoff plan, or first-value milestones. Failed implementations destroy expansion and references.
Examples
Example 1 (procurement + security stall):
“Use enterprise-sales. We’re selling a workflow automation tool to a 5k-employee fintech. We have a champion in Ops, but procurement sent vendor onboarding forms and security wants a questionnaire + SOC 2. Output: an Enterprise Deal Execution Pack with a MAP, procurement/security tracker, and champion enablement one-pagers.”
Example 2 (POC request, ROI focus):
“Use enterprise-sales. A healthcare enterprise wants a POC. ACV target $120k. They’re asking for a technical test, but we want to make it a business-case pilot. Output: a 30-day pilot plan with success metrics, ROI model, and a decision-ready business case.”
Boundary example (redirect to founder-sales):
“We’re pre-seed with no customers yet. Help me figure out how to sell to my first 5 design partners.”
Response: This is founder-led early-stage sales, not enterprise deal execution. Use founder-sales for ICP wedge development, diagnostic discovery scripts, and a learning-oriented outreach plan for your first customers.
Boundary example (redirect to product-led-sales):
“We have 2,000 self-serve users and want to figure out which ones to reach out to for enterprise contracts.”
Response: This is a product-led sales problem about converting PLG usage into pipeline. Use product-led-sales to define PQL/PQA signals, routing rules, and a sales-assist workflow. Once you have a qualified enterprise opportunity with a buying committee, return here.
Anti-pattern example:
“Just write a generic enterprise sales script that closes anyone.”
Response: This skill is deal-specific and evidence-driven. Request account context + stakeholders and produce a tailored MAP, champion kit, and pilot/business-case plan instead.