Before a forecast call, manager deal review, important buyer meeting, or whenever a deal feels stronger than the evidence supports.

When a contact is supportive but you need to determine whether they are actually capable of championing the deal inside the organization.

When the opportunity is becoming multi-threaded, executive access is limited, or you need to understand who could influence or stop the decision.

When the buyer needs to justify the investment internally, value is still too abstract, or you need to pressure-test the economics before proposal or approval.

When a deal is late-stage, the close date keeps moving, or you need to pressure-test whether the buyer is actually on a credible path to decision.

Use for strategic named accounts, material opportunities, account expansion p...

Use once an opportunity is real enough that the buying group matters, and upd...

Use in weekly priority-deal reviews, before a major resource investment, when...

Use after several interactions with a potential champion, before relying on t...

Use after discovery once the buying group starts to emerge, before a proposal...

Use for qualified evaluations where coordinated action is appropriate and the...

Use once the buyer has articulated a meaningful problem and desired outcome a...

Use after discovery reveals alternatives or before a proposal when the team n...

Use before sending a proposal, quote, or commercial options and again before ...

Use when executive sponsorship could materially improve alignment, urgency, o...

Use once the solution is preferred or late-stage and remaining commercial, te...

Use after any meaningful win, loss, or no-decision, especially where the outc...

Use when you are asking 'What should I do next?', a deal has stalled, the buy...