| name | closing-deals |
| description | Manages the full client lifecycle from founder-led sales through partnerships and client success, using structured qualification, provider management, and expansion frameworks. Use when preparing for a sales call, qualifying a deal, managing provider relationships, onboarding a new client, or tracking client health.
|
Skill: Enterprise Sales & Partnerships (with Customer Success)
When to Use
Invoke this skill when:
- Preparing for a sales call, discovery meeting, or demo with a prospective client
- Qualifying a new deal and deciding whether to invest time in pursuing it
- Reviewing or scoring the relationship with a product provider or vendor
- Designing or updating the Design Partner Program
- Onboarding a new client after a deal closes
- Assessing client health or identifying expansion opportunities
- Building or updating the sales pipeline, CRM stages, or conversion targets
- Creating sales enablement materials (one-pager, demo script, objection handling)
- Transitioning from BANT+SPIN to MEDDIC/MEDDPICC after hiring a first sales rep
Stage Awareness
This skill is designed for founder-led sales (now through ~$1M ARR, ~25 clients). The frameworks graduate as the company scales:
| Stage | Team | Qualification | CS Approach |
|---|
| Now -> $1M ARR | Founders handle all sales | BANT+SPIN | Embedded in sales (this skill) |
| $1M -> $5M ARR | First sales hire (AE) | Graduate to MEDDIC | Dedicated CS section grows |
| $5M+ ARR | Sales team + CS hire | Full MEDDPICC | CS graduates to standalone skill |
Graduation trigger for Customer Success: When the company reaches 10+ active paying clients, spin CS into its own skill file. Until then, CS frameworks remain embedded in Section 6 of this document.
Section 1: Sales Pipeline & CRM Setup
Pipeline Stages
Define these stages in your CRM (Attio, HubSpot, or spreadsheet). Every deal must sit in exactly one stage at all times.
| Stage | Definition | Exit Criteria | Target Conversion |
|---|
| Lead | Inbound inquiry or outbound target identified | Contact info confirmed, initial response received | 100% (entry) |
| Qualified | Passes BANT+SPIN scorecard (Section 2) | Score >= 12/20 on qualification scorecard | 40-50% of Leads |
| Discovery | First substantive call completed | Pain confirmed, use case understood, champion identified | 60-70% of Qualified |
| Proposal | Commercial proposal or sandbox access delivered | Proposal sent with pricing, timeline, and scope | 50-60% of Discovery |
| Negotiation | Active terms discussion or legal review | All deal terms agreed in principle | 60-70% of Proposal |
| Closed Won | Contract signed, onboarding begins | Signed agreement, payment terms confirmed | 70-80% of Negotiation |
| Closed Lost | Deal did not close | Loss reason documented (see loss analysis below) | -- |
Monthly Pipeline Review Template
MONTHLY PIPELINE REVIEW -- Date: [DATE]
Stage Summary: [N] Leads | [N] Qualified | [N] Discovery | [N] Proposal | [N] Negotiation
Total Weighted Pipeline: $[X]K | Quarterly Target: $[X]K | Coverage: [X]x (need 3x)
Avg Lead-to-Close: [N] days | Added: [N] | Closed: [N] won / [N] lost
Win reasons: [Top 3] | Loss reasons: [Top 3]
Pipeline Source Tracking
| Source | Description |
|---|
| Founder Network | [FOUNDER]'s professional network. High quality, low volume. Formalize: map top 50 contacts at target companies, 3-5 personalized outreach per week. |
| Provider Referrals | Providers referring clients who need distribution. Volume depends on provider relationship health. |
| Inbound | Website, LinkedIn, conferences. Low now, growing with marketing. |
| Warm Introductions | Investor/advisor referrals. Track who introduces and follow up. |
Section 2: Deal Qualification Scorecard
Current Framework: BANT+SPIN
Use this lightweight framework while in founder-led sales mode (<25 clients). Score every deal after the first substantive conversation.
BANT assesses fit. SPIN guides the conversation.
BANT Scoring (assessed during/after first call)
| Dimension | Question to Answer | Score Guide |
|---|
| Budget | Does this prospect have budget for this type of infrastructure? What are they spending today? | 5 = Confirmed budget allocated / 3 = Budget exists but not allocated / 1 = No budget, exploring |
| Authority | Are we talking to the decision-maker or a champion who can influence? | 5 = Economic buyer at table / 3 = Strong champion, buyer identified / 1 = No access to buyer |
| Need | Is the pain real, acknowledged, and urgent? Are they actively solving this problem? | 5 = Active project with timeline / 3 = Recognized need, no timeline / 1 = Nice-to-have, low priority |
| Timeline | When do they need to go live? Is there a forcing function? | 5 = Within 3 months, external deadline / 3 = Within 6 months, internal priority / 1 = "Someday", no urgency |
BANT Qualification Template
DEAL QUALIFICATION: [COMPANY NAME]
Date: [DATE]
Qualified by: [NAME]
Deal Source: [Founder Network / Provider Referral / Inbound / Conference / Intro]
COMPANY PROFILE
Company: [Name]
Segment: [Tier 1 / Tier 2 / Tier 3 -- per your ICP]
Geography: [Country/Region]
Size: [Users / AUM / Revenue if known]
Current providers: [Who they use today]
BANT SCORES
Budget: [1-5] -- [Notes: what they spend today, budget cycle timing]
Authority: [1-5] -- [Notes: who we talked to, who decides, buying process]
Need: [1-5] -- [Notes: specific pain points, use case description]
Timeline: [1-5] -- [Notes: go-live target, forcing function if any]
TOTAL: [X/20]
QUALIFICATION DECISION
>= 16: HIGH PRIORITY -- Fast-track to Discovery, assign founder time
12-15: MEDIUM PRIORITY -- Continue nurturing, schedule Discovery within 2 weeks
8-11: LOW PRIORITY -- Add to nurture sequence, revisit in 30 days
< 8: DISQUALIFY -- Politely decline, offer to reconnect when timing is better
SPIN CONVERSATION NOTES (from discovery)
Situation: [Current state -- what infrastructure they use, team size, products offered]
Problem: [Explicit pain -- what is broken, slow, expensive, or missing]
Implication:[What happens if they don't solve this -- lost revenue, compliance risk, churn]
Need-Payoff:[What would solving this enable -- new products, faster time-to-market, cost savings]
PRODUCT FIT ASSESSMENT
Products needed: [Product A / Product B / Product C -- check all that apply]
Estimated ARR: $[X]K (based on expected volume x rate card)
Integration effort: [Low: API only / Medium: Custom flows / High: White-label]
Provider dependency:[Which providers are needed -- Provider A / Provider B / Provider C]
NEXT STEPS
Action 1: [Specific next step with owner and date]
Action 2: [Follow-up item]
Follow-up date: [DATE]
SPIN Conversation Guide
Use SPIN question sequencing during discovery calls. Never pitch until you complete the Implication and Need-Payoff stages.
| Stage | Purpose | Example Questions |
|---|
| Situation | Understand current state (keep brief -- max 5 min) | "What [products/services] do you offer today?" / "Which providers do you integrate with?" / "How many people on your integrations team?" |
| Problem | Surface explicit pain | "What is the biggest bottleneck in adding a new [product/capability]?" / "How long did your last provider integration take?" / "What gaps do your customers complain about most?" |
| Implication | Make the pain feel urgent and expensive | "What does that [N]-month integration delay cost you in lost revenue?" / "If a compliance issue blocks your launch, what happens to the roadmap?" / "How many users have you lost because you only offer [one product]?" |
| Need-Payoff | Let them articulate the value of solving it | "If you could add [Product A], [Product B], and [Product C] through a single API, what would that unlock for your product?" / "What would it mean for your business if integration took weeks instead of months?" |
Graduation Path: MEDDIC/MEDDPICC
When the company hires its first dedicated sales rep, upgrade qualification from BANT+SPIN to MEDDIC. The MEDDIC dimensions map to more rigorous enterprise sales:
| MEDDIC Element | Maps From BANT+SPIN | What Changes |
|---|
| Metrics | Need + Implication | Quantified business case with specific ROI numbers |
| Economic Buyer | Authority | Must identify and engage the person who signs the check |
| Decision Criteria | Need | Formal evaluation criteria documented (RFP, scorecard) |
| Decision Process | Timeline + Authority | Map every step from evaluation to signed contract |
| Identify Pain | Problem + Implication | Deep, multi-stakeholder pain mapping |
| Champion | Authority | Named internal advocate who sells on your behalf |
Add Paper Process and Competition for full MEDDPICC when deal sizes exceed $100K ARR or sales cycles exceed 3 months.
Section 3: Provider Partnership Scorecard
Your product breadth depends on your upstream providers/vendors. Each relationship is a strategic dependency that must be actively managed.
Provider Scorecard Template
Complete this scorecard quarterly for each provider. Flag any provider with Dependency Risk of 4-5 for immediate mitigation planning. Repeat the template below for each of your providers.
Provider Registry:
- [Provider A] -- [Product type] -- maps to: [Your Product 1]
- [Provider B] -- [Product type] -- maps to: [Your Product 2], [Your Product 3]
- [Provider C] -- [Product type] -- maps to: [Your Product 1 variant], [Your Product 4]
- [Provider D] -- [Product type] -- maps to: [Your Product 3]
- [Provider E] -- [Product type] -- maps to: [Your Product 3], [Your Product 2]
=== [PROVIDER NAME] ===
Review Date: [DATE] | Status: [Active / Integrating / Evaluating]
Reliability (uptime, execution quality): [1-5] -- [Notes]
Pricing Tier: [Rate] -- [Fee structure, volume discounts]
Exclusivity Terms: [None / Soft / Hard] -- [Any restrictions]
Integration Maturity: [1-5] -- [API quality, docs, sandbox]
Support Responsiveness: [1-5] -- [Avg response time, escalation path]
Regulatory Standing: [1-5] -- [Registration status, compliance]
Dependency Risk: [1-5] -- [What happens if they go down/pivot]
Relationship Health: [1-5] -- [Last touchpoint, key contact]
OVERALL SCORE: [X/40]
Action Items: [Specific actions to improve weak dimensions]
Provider Risk Mitigation Rules
| Risk Level | Threshold | Required Action |
|---|
| Low (1-2) | Provider is reliable and relationship is strong | Standard quarterly review |
| Medium (3) | Some concerns but manageable | Monthly check-in, document contingency |
| High (4) | Material risk to product delivery | Identify backup provider, escalate to CEO |
| Critical (5) | Single point of failure, no alternative | Emergency: source alternative immediately, negotiate SLA improvements |
Provider Coverage Matrix
Track which providers cover which products to identify gaps and redundancy:
| Product | Primary Provider | Backup Provider | Gap? |
|---|
| [Product A] | [Provider A] | [None / Provider C?] | [Y/N] |
| [Product B] | [Provider B] / [Provider D] / [Provider E] | Multiple -- good | N |
| [Product C] | [TBD] | [TBD] | Y |
| [Product D] | [Provider B] | [Provider E] | N |
| [Product E] | [Provider C] | [TBD] | [Y/N] |
| [Product F] | [TBD] | [TBD] | Y |
| [Product G] | [Direct / via partner] | [TBD] | [Y/N] |
Section 4: Design Partner Program
Program Purpose
Design Partners are your first 3-5 paying clients who receive a [X]% discount in exchange for co-marketing rights, structured feedback, and case study participation. They validate the product, generate proof points, and accelerate sales to subsequent clients.
Selection Criteria
Score each candidate on these dimensions. Minimum total: 18/25 to qualify.
| Dimension | Question | Score (1-5) |
|---|
| ICP Fit | Does this company match your Tier 1-2 ICP? | [1-5] |
| Brand Value | Would their logo on your website impress other prospects? | [1-5] |
| Technical Readiness | Do they have engineering resources to integrate within 30 days? | [1-5] |
| Feedback Quality | Will they provide structured product feedback (not just complaints)? | [1-5] |
| Expansion Potential | Could this become a $[TARGET_ARPA]+ ARR account within 12 months? | [1-5] |
Program Structure
DESIGN PARTNER AGREEMENT OUTLINE
Partner: [COMPANY NAME]
Start Date: [DATE]
Duration: 6 months (renewable)
Company Contact: [FOUNDER_1 / FOUNDER_2]
WHAT THEY GET
- [X]% discount on standard pricing for 6 months
- Dedicated Slack/WhatsApp channel with your team
- Priority bug fixes and feature requests
- Early access to new products and API endpoints
- Co-branded announcement at launch
WHAT YOU GET
- Permission to use logo on website and materials
- Written case study within 90 days of go-live
- Quarterly product feedback session (structured, 60 min)
- Public testimonial or quote for sales enablement
- Reference call availability for 2-3 qualified prospects per quarter
MILESTONES
Day 0-14: Kickoff + sandbox access + integration planning
Day 15-30: API integration complete, first test transactions
Day 31-60: Production deployment, first real volume
Day 61-90: Case study drafted, first product feedback session
Day 91-180: Steady-state operations, expansion discussion, renewal decision
Design Partner Success Metrics
| Metric | Target | Measured At |
|---|
| Time to first API call | < 1 day | Day 7 |
| Time to production | < 30 days | Day 30 |
| Monthly transaction volume | > $[X]K by Month 3 | Monthly |
| Product feedback sessions completed | 2+ in first 90 days | Day 90 |
| Case study published | 1 | Day 90 |
| NPS score | >= 8 | Day 90 |
| Expansion to second product | Yes/No | Day 180 |
Section 5: Sales Enablement
Objection Handling Guide
Common objections and responses. Tie to battlecards from the gathering-competitive-intelligence skill for competitor-specific responses.
| Objection | Root Concern | Response Framework |
|---|
| "We can build this in-house" | Control, cost perception | Acknowledge their engineering strength. Then: "Building one integration takes [N] months. [YOUR_COMPANY] gives you [N] products through one API in [N] weeks. Your team can focus on your core product instead of maintaining [infrastructure type]." Quantify their engineering cost vs. your fees. |
| "We already use [Incumbent Provider]" | Switching cost, risk | "Great -- they handle [Product A] well. What about [Product B], [Product C], or [Product D]? Most of our clients started with one provider and hit a wall when they needed multi-product. We don't replace your existing setup -- we extend it." |
| "Your technology approach seems risky" | Regulatory fear, reputation risk | "[Technology] is our infrastructure layer, not your customer's experience. Your users see [products] -- not the underlying technology. Every product is backed by [regulatory certification] providers. You get the benefits ([key advantages]) without the baggage." |
| "We need to see more traction/clients" | Trust, early-stage risk | Acknowledge: "Fair concern. Here is what we can offer: a Design Partner program with [X]% discount, dedicated support, and the ability to shape the product. [Reference client] is already live. We are happy to connect you with them as a reference." |
| "Your pricing is too high" | Budget, value not yet proven | "Let's look at the math. Your current setup costs [$X] in provider fees plus [$Y] in engineering time across [N] integrations. [YOUR_COMPANY] consolidates that to one integration at [rate]. What is the total cost of your current multi-provider approach?" |
| "We need [feature X] you don't have yet" | Product gap | "Good to know. Is [feature X] a launch blocker or a Phase 2 item? If it is on our roadmap, I can share the timeline. If it is critical for launch, let's discuss whether a Design Partner arrangement makes sense -- you'd shape the feature while getting early access." |
Sales Enablement Kit Checklist
Ensure these materials exist and stay current. Review monthly.
| Asset | Owner | Status | Last Updated |
|---|
| One-pager (PDF, 1 page) | CEO | [Draft / Ready / Needs Update] | [DATE] |
| Pitch deck (10-12 slides) | CEO + CPO | [Draft / Ready / Needs Update] | [DATE] |
| Demo script (sandbox walkthrough) | CPO | [Draft / Ready / Needs Update] | [DATE] |
| Pricing rate card | CEO | [Draft / Ready / Needs Update] | [DATE] |
| Case study: Design Partner 1 | CEO | [Not Started / In Progress / Published] | [DATE] |
| Technical integration guide | CTO | [Draft / Ready / Needs Update] | [DATE] |
| Battlecards (vs. competitors) | See gathering-competitive-intelligence skill | [Draft / Ready / Needs Update] | [DATE] |
Demo Script Framework (30 min)
Structure every demo around the prospect's stated pain, not your feature list.
- Recap Their Pain (3 min): "Last time we spoke you mentioned [PAIN]. Let me show you exactly how we solve that."
- Show the API (10 min): Execute a transaction in sandbox. Show multi-product capability. Highlight single API key, single onboarding. Focus on THEIR use case.
- Integration Walkthrough (5 min): Documentation quality, code snippet in their language. "Most clients: sandbox to production in [N] weeks."
- Economics (5 min): Their estimated volume, pricing at their tier, total cost vs. multi-provider approach.
- Social Proof (3 min): Reference design partners, show metrics (uptime, volume, integration time).
- Next Steps (4 min): Propose specific next action with date. Offer sandbox credentials on the call. Identify next stakeholders.
Section 6: Client Success (Embedded)
Graduation trigger: When the company reaches 10+ active paying clients, extract this section into a standalone skill file.
Client Health Score Model
Score each active client monthly. The health score triggers proactive intervention before churn signals become cancellations.
Health Score Template
CLIENT HEALTH SCORE -- Client: [NAME] | Period: [MONTH/YEAR] | Scored by: [NAME]
USAGE (40% weight) SUPPORT & ENGAGEMENT (25% weight)
API volume vs. plan: [1-5] Ticket volume: [1-5]
MoM volume trend: [1-5] Severity trend: [1-5]
Product breadth: [1-5] Team engagement: [1-5]
SATISFACTION (20% weight) EXPANSION SIGNALS (15% weight)
NPS / satisfaction: [1-5] Asked about new products: [Y/N]
Feedback quality: [1-5] Growing toward next tier: [Y/N]
Referred a prospect: [Y/N]
OVERALL HEALTH SCORE: [X/100]
BAND: 80-100 HEALTHY (quarterly) | 60-79 MONITOR (biweekly) | 40-59 AT RISK (weekly, escalate) | 0-39 CRITICAL (CEO call in 48h)
Intervention Triggers
| Signal | Trigger | Response | Owner |
|---|
| Volume drops 30%+ month-over-month | Usage alert | Reach out within 48 hours: "Noticed volume dipped -- anything we can help with?" | CPO |
| Zero API calls for 7+ days | Usage alert | Same-day outreach: check for integration issues or internal changes | CTO (tech) + CPO |
| Support ticket escalation (P1/P2) | Support alert | Resolve within SLA, follow up with post-mortem and prevention plan | CTO |
| Client goes dark (no response for 14+ days) | Engagement alert | Escalate to CEO for personal outreach via founder network or warm intro | CEO |
| NPS score < 7 | Satisfaction alert | Schedule 30-minute call to understand root cause, create action plan | CPO |
Client Lifecycle Playbook
Each client passes through four stages. No stage is skipped; each transition is deliberate.
Stage 1: Onboarding (Day 0-30) -- Goal: Signed contract to first production API call.
- Day 0-3: Kickoff call (CPO), shared Slack/WhatsApp channel created
- Day 1: Sandbox credentials delivered (CTO)
- Day 7-14: KYB/compliance completed (CEO)
- Day 7: First sandbox transaction (Client + CTO)
- Day 14: Integration code review (CTO)
- Day 21-30: Production go-live, first real transaction (All)
- Day 30: Health score baseline set, internal "client live" announcement (CPO)
Stage 2: Adoption (Day 31-90) -- Goal: Steady-state usage, volume meets forecast.
- Weekly: Volume check vs. forecast (CPO) + technical support review (CTO)
- Day 30: First health score (CPO)
- Day 45 + 90: Product feedback sessions (CPO)
- Day 60: Business review call (CEO + CPO)
- Exit criteria: 3+ consecutive weeks at or above forecasted volume
Stage 3: Expansion (Day 91-365) -- Goal: Land-and-expand to 2+ products.
- Cross-sell discovery call when adoption criteria met (CEO)
- QBR every 90 days (CEO + CPO)
- Common expansion paths:
- [Segment A]: [Product A] -> [Product B] -> [Product C]
- [Segment B]: [Product A] -> [Product D] -> [Product E]
- [Segment C]: [Product C] -> [Product B] -> [Product A]
Stage 4: Renewal & Advocacy (Ongoing) -- Goal: Retain, grow, and turn into reference.
- Contract renewal review 60 days before expiry (CEO)
- Annual business review (CEO + CPO)
- Reference request after NPS >= 8 (CPO)
- Product advisory board invitation when 10+ clients exist (CPO)
Expansion Revenue Framework
Track Net Revenue Retention (NRR) as the primary CS metric. Target: 120%+ NRR (each cohort of clients grows 20%+ year-over-year).
| Expansion Type | Description | How to Identify | Target Contribution |
|---|
| Cross-sell | Client adds a new product | Health score "asked about new products" signal; QBR discussion | 40% of expansion revenue |
| Upsell | Client moves to higher pricing tier due to volume growth | Volume approaching tier threshold | 35% of expansion revenue |
| Usage growth | Organic volume increase within existing products | Month-over-month volume trending up | 25% of expansion revenue |
EXPANSION REVENUE TRACKER -- Period: [QUARTER/YEAR]
| Client | Start ARR | Current ARR | Change | Type (Cross/Up/Usage) |
|--------|-----------|-------------|--------|-----------------------|
| [Name] | $[X]K | $[Y]K | +$[Z]K | [Type] |
NRR Calculation: Starting $[X]K + Expansion $[X]K - Contraction $[X]K - Churn $[X]K = Ending $[X]K
Net Revenue Retention: [X]% | Target: 120%+ | Status: [On Track / Below / Above]
Section 7: Founder-Led Sales Playbook
Weekly Sales Rhythm (CEO + CPO)
This is a small team. Sales cannot consume more than 40% of the CEO's time or 20% of the CPO's time until ARR exceeds $500K.
| Day | Activity | Time | Owner |
|---|
| Monday | Pipeline review: update all deal stages, flag stalled deals | 30 min | CEO |
| Tue-Thu | Discovery calls, demos, and follow-ups (max 4 external meetings/week) | 1-2 hrs/day | CEO + CPO |
| Friday | Weekly sales retrospective: wins, losses, learnings, pipeline forecast update | 30 min | CEO + CPO |
Outbound Cadence
- Day 1: Personalized LinkedIn/WhatsApp -- reference shared connection or pain point, ask a question, do not pitch
- Day 4: Follow-up with relevant content (blog post, case study, market data)
- Day 8: Direct value message: "Here is what we built and why it matters for [THEIR COMPANY]"
- Day 15: Final follow-up: "Happy to reconnect when timing is right."
- Day 30+: Nurture list -- monthly LinkedIn engagement, occasional content share
Rules: Max 5 new prospects/week. Personalization is non-negotiable. Track every touchpoint. No response after Day 15 = nurture, do not chase.
Cross-References
| Situation | Related Skill |
|---|
| Need competitor-specific battlecards for objection handling | gathering-competitive-intelligence -- Battlecard Deck (FIA format) feeds Section 5 objection handling |
| Need pipeline source strategy and channel planning | launching-go-to-market -- GTM channels and beachhead analysis inform pipeline sources |
| Need case studies and metrics for investor materials | raising-capital -- Client proof points and ARR metrics feed fundraising deck |
| Need client health metrics for growth dashboard | measuring-growth -- NRR, health scores, and expansion data feed the KPI dashboard |
| Need pricing architecture for proposals | designing-business-models -- Rate card and unit economics feed deal economics |
| Prospect asks about specific market/regulatory readiness | planning-market-entry -- Country-specific regulatory and licensing data for sales conversations |
Checklist: Full Skill at a Glance
Pipeline & Qualification:
Provider Partnerships:
Design Partners:
Sales Enablement:
Client Success (Embedded):
Founder-Led Rhythm:
