Step 1 — Gather context

If the user's request already provides most of this context, skip directly to the relevant step. Lead with your best-effort answer using reasonable assumptions (stated explicitly), then ask only the most critical 1-2 clarifying questions at the end — don't gate your response behind gathering complete context.

Step 2 — Identify the committee roles

Map expected roles using this framework:

Buying committee roles

Scaling the committee by company size

Step 3 — Find the people

Using Apollo People Search

For the target account, run a People Search with these filters:

• Company: Exact match on company name
• Seniority: Start broad (Manager+), then narrow based on what you sell
• Department: Filter to the relevant function (Engineering, Sales, Marketing, Finance, IT, etc.)
• Title keywords: Search for title patterns that match each committee role

Interpreting org structure from data

Apollo (and most data providers) don't show reporting lines directly. Reconstruct the org chart by:

1. Seniority mapping: Group contacts by seniority level (C-suite → VP → Director → Manager → IC)
2. Department clustering: Group by department to see team structure
3. Title analysis: Look for "Head of" (usually reports to VP/C-suite), "Senior Director" (reports to VP), etc.
4. Team size inference: If a department has 3 Directors and 1 VP, the VP likely oversees them all

Finding "hidden" influencers

The most important person in the deal often doesn't have an obvious title:

• The IC who's actually the technical decision-maker: Look for Staff/Principal Engineers, Distinguished Architects — they may not have "manager" in their title but their recommendation carries more weight than their manager's
• The admin/EA who controls the executive's calendar: Knowing who gates access to the Economic Buyer matters for enterprise deals
• Recently promoted people: Someone who just became a Director may be more open to new approaches than a 10-year VP

Enrich contacts

For each committee member identified, enrich to get:

• Verified email address
• Direct phone number (for Economic Buyer and Champion at minimum)
• LinkedIn profile URL
• Job tenure (how long in current role — new leaders are more open to change)
• Previous companies (look for connections — did they use your product before?)

In ZoomInfo

• Org Charts — ZoomInfo provides pre-built organizational charts showing reporting hierarchies. Available in SalesOS for any company in their database.
• Buying committee identification — filter contacts at a target account by department, seniority level, and management level to map economic buyer, champion, technical evaluator, and end users.
• Scoops — buying signals that reveal internal projects, vendor evaluations, and budget approvals — useful for identifying which stakeholders are involved in an active buying process.
• Intent + Org Chart — combine intent signals (which accounts are researching) with org charts (who the decision-makers are) for targeted multi-threading.
• Engage integration — once you've mapped the buying committee, push contacts directly to ZoomInfo Engage sequences for multi-threaded outreach.
• API — use Search Contacts with companyId + department/managementLevel filters to programmatically build buying committee maps.

Step 4 — Map relationships & entry strategy

Org chart reconstruction

Build a visual mental model of the account:

                    [Economic Buyer]
                     /           \
            [Champion]          [Potential Blocker]
            /        \                |
  [Tech Evaluator] [User Buyer]  [Their Champion]

Choosing your entry point

Multi-threading strategy

The goal: Engage 3+ contacts at different levels of the org before a decision is made. Single-threaded deals close at 1/3 the rate of multi-threaded deals.

"Power line" vs "access line" approach:

• Power line (top-down): Start with the Economic Buyer, get referred down. Works when you have executive relationships or strong brand recognition.
• Access line (bottom-up): Start with the Champion or User Buyer, build consensus, then get introduced up. Works for most sales teams.
• Dual track: Engage at both levels simultaneously — Champion builds internal case while you engage the Economic Buyer directly. Most effective for mid-market and enterprise.

Threading sequence

1. First contact: Champion or Coach — validate the problem exists, get internal context
2. Second contact: Technical Evaluator — address feasibility, integration, security
3. Third contact: Economic Buyer — connect the problem to business outcomes they care about
4. Ongoing: User Buyers — build grassroots support, get feedback on demo/POC

Don't engage everyone at once — stagger over 2-3 weeks to avoid looking like you're carpet-bombing the account.

Step 5 — Action plan

Per-person outreach approach

Each committee member needs a different message:

Related skills for execution

• /sales-cadence — Design the multi-channel sequence for each committee member
• /sales-discovery — Prep discovery questions tailored to each role
• /sales-deal-inspect — Assess deal health once the committee is mapped
• /sales-enrich — Enrich all committee members with verified contact info
• /sales-intent — Check for buying signals at the account level
• /sales-zoominfo — ZoomInfo platform help (org charts, Scoops, Engage)
• /sales-do — Not sure which skill to use? The router matches any sales objective to the right skill. Install: npx skills add sales-skills/sales --skills sales-do

Ongoing committee monitoring

The committee isn't static. Monitor for:

• New hires in relevant departments (potential new stakeholder)
• Departures (if your Champion leaves, the deal may stall)
• Title changes (promotion = more authority, or reorganization = new dynamics)
• Additional departments getting involved (Legal, Procurement, IT Security often join late)

Set up Apollo alerts for the account to catch these changes.

Gotchas

• Don't go straight to the C-suite. Claude defaults to recommending you email the CEO. Start with the Champion or Coach — someone who has the problem your product solves and will advocate internally. Cold-emailing the CEO of a 5,000-person company about your SaaS tool rarely works.

• Don't treat titles as org chart. A "Director" at a 50-person startup and a "Director" at a Fortune 500 are completely different levels of authority. Always factor in company size before mapping titles to committee roles.

• Don't over-thread small accounts. A 200-person company doesn't have a 7-person buying committee. Adapt the framework to company size — 2-3 contacts for SMB, 5-8 for mid-market, 8-12 for enterprise. Over-threading a small account feels like overkill and can backfire.

• Don't assume the org chart is stable. People change roles, teams reorg, companies restructure. Check job tenure and recent title changes in Apollo before building your map. A map based on 6-month-old data may be wrong.

• Self-improving: If you discover something not covered here, append it to references/learnings.md with today's date.

Examples

Example 1: Enterprise security product

User says: "Map the buying committee at Acme Corp for our security product" Skill does:

1. Identifies company size (enterprise, 5,000 employees)
2. Maps expected committee: CISO (Economic Buyer), Director of Security (Champion), Security Architect (Technical Evaluator), SOC Analysts (User Buyers), VP Engineering (potential Blocker)
3. Finds contacts vian Apollo People Search filtered to Acme + Security/IT departments
4. Recommends entry via Director of Security (Champion), with dual-track approach to CISO
5. Creates per-person outreach plan with role-appropriate messaging Result: Complete committee map with entry strategy and multi-threading plan

Example 2: SMB selling

User says: "I'm selling to a 100-person startup. Who do I need to talk to?" Skill does:

1. Scales the framework for SMB — 2-3 key contacts, not a 7-person committee
2. Identifies that the founder/CEO is likely both Economic Buyer and Champion at this size
3. Finds 2-3 relevant contacts (CEO, Head of Engineering, one IC user)
4. Recommends a simpler approach — single-threaded may be sufficient for SMB Result: Right-sized committee map that doesn't over-complicate a simple buying process

Example 3: Expanding a stuck deal

User says: "I have a champion at BigCo but the deal is stuck. Who else should I bring in?" Skill does:

1. Diagnoses the stall — is it missing Economic Buyer support? Technical blocker? Internal politics?
2. Maps the existing committee contacts and identifies gaps
3. Recommends specific roles to add (likely Technical Evaluator or Economic Buyer)
4. Designs an expansion strategy using the Champion for warm introductions Result: Committee gap analysis with specific people to engage and a path to unstick the deal

Troubleshooting

Can't find enough people at the target account

Cause: Small company, or data provider has limited coverage for that account Solution: Try multiple data sources (Apollo + LinkedIn Sales Navigator). For small companies, the entire leadership team may be on the company's website. Ask your existing contact for org structure intel.

Champion left the company

Cause: Job change — your internal advocate is gone Solution: Two actions: (1) Reach out to the Champion at their new company — they're a warm lead there. (2) At the original account, find a new Champion quickly — the deal will stall without internal advocacy. Check who the Champion was working with and whether they share the same problem.

Multiple people claim to be the decision-maker

Cause: Common in mid-market — titles overlap and authority is ambiguous Solution: Ask the "budget question" — "Who would need to approve the budget for this?" and the "signature question" — "Whose signature goes on the contract?" The real Economic Buyer controls the money. Everyone else is an influencer, regardless of what they say.