INTELLIGENCE / RELEVANCE / ACCESS / OUTCOMES
MENU
BEYOND THE JOB TITLE
Influence Matters More Than Seniority.
The right person is not always the most senior in the organisation. We look at who owns the requirement, controls the budget, influences the decision, and shapes the commercial path. That tells us who genuinely matters, and whom we should approach.
PRECISION | COMMERCIAL FORCE | ACCESS | EXECUTION
AROUND THE DECISION
Different Decisions.
Different Executives.
Complex commercial decisions rarely sit with one person. We identify the senior executives whose responsibilities connect directly to the proposition, the decision, and the path towards agreement.
PRECISION | COMMERCIAL FORCE | ACCESS | EXECUTION
EXECUTIVE LEADERSHIP
CEO, COO and business leaders shaping strategic direction, priorities and major commercial decisions.
COMMERCIAL LEADERSHIP
CROs, CMOs, VPs and GTM leaders responsible for revenue, growth, markets and commercial performance.
TECHNOLOGY & OPERATIONS
CTOs, CIOs and functional leaders responsible for technology, operations, systems and implementation.
FINANCE & PROCUREMENT
CFOs and procurement leaders influencing budgets, commercial terms, purchasing and financial approval.
PUBLIC-SECTOR LEADERSHIP
Government and public-sector decision-makers responsible for programmes, procurement, policy and implementation.
DECISION INFLUENCE
THE RIGHT TITLE IS NOT ENOUGH.
CHOOSING WHO TO APPROACH
Authority Gets Attention.
Relevance Determines Access.
INFLUENCE TELLS US WHO MATTERS. RELEVANCE TELLS US WHY.
DECISION INFLUENCE
Can They Move the Decision?
We establish the executive’s authority, responsibilities and influence over the requirement, budget, evaluation or commercial process.
PROPOSITION RELEVANCE
Do We Have a Reason to Engage?
We determine how your proposition connects to the executive’s responsibilities, priorities and commercial context.
EXECUTIVE MAPPING
One Account. Different Perspectives.
The same proposition can matter to different executives for different reasons. We map those perspectives before deciding whom to approach and how to make the conversation relevant.
SAME ACCOUNT. DIFFERENT PRIORITIES. DIFFERENT REASONS TO ENGAGE.
WHO OWNS IT
The Business Perspective
Who carries responsibility for the requirement, outcome or business priority your proposition addresses?
WHO EVALUATES IT
The Functional Perspective
Who assesses whether the proposition works operationally, technically or within the organisation?
WHO ENABLES IT
The Commercial Perspective
Who influences the budget, procurement process, commercial terms or final path towards agreement?
