Create a new deal in minutes
From company intelligence to your next opportunity.
Deal basics
Who is this deal with, and what is it worth?
What are you selling?
Pick the product or service line(s) this deal is about — this focuses the AI's research and insight drafting on the right offer.
0 selected — pick more if this deal spans several lines.
Where did this come from?
How the conversation started tells the AI which play to open with.
Reaching out gets insight-led outreach guidance, an interested buyer gets discovery-first support, and a booked meeting gets preparation for that meeting. If none of them fit, pick Other and describe the situation on the next step.
Their role or job title tells the AI who to build a buyer profile for. Their deal-stage role (Economic Buyer, Champion...) is worked out later, on the Deal Plan.
Where is this deal at?
Describe the current situation — what's happened so far, who you've spoken to, what their needs are.
This is the input the AI leans on hardest. Paste in email threads, call notes, meeting summaries — anything that gives context. Don't worry about formatting. If the buyer emailed you, paste that email here — it is recorded as the received email on Interactions and a reply is drafted.
Supporting documents
Proposals, requirements docs, email threads, meeting notes, competitor analysis — anything related to this deal.
Optional — you can add documents to the Vault at any time after the deal is created.
Review & create
Check everything looks right before we create the deal and start the AI analysis.
Assistant is preparing...
The AI is researching the company, analysing your deal context, and building the knowledge base. The assistant will be available once this is complete.
Preparing your deal — this can take a few minutes
Digital Experience Transformation
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Buyer state: can't tell yet. The CMO has asked for a proposal, but hasn't said what problem it has to solve or who else decides. · 2 signals
Test: "Before we write anything — what would make this worth doing before Q2, and who else needs to agree?"Next: Ask the CMO what the proposal must prove (in your Next Steps)RightNot quite
- Sales Position not set; one contact on the deal, the CMO, with no role tagged.
Deal created from a referral from Mike. Brief and meeting notes added to the Vault.
- Ask the CMO what the proposal must prove — agree the problem before sending anything. (from your Next Steps · 4 more)
Insights
Problems your prospect's organisation faces, the roles affected, and how to talk about each. Click any tile to view the full Situation–Complication–Resolution.
Patients hop between the main site, the booking portal and clinic pages, and every hand-off loses some of them. The conversion problem is a journey problem, not a page problem.
Every channel reports its own numbers, so the board sees activity rather than outcomes, and budget follows whoever has the best slide.
A Q2 launch leaves one quarter for build, migration and sign-off. The risk is less the platform than the governance around it.
Vault
UploadPersona note: the deal's CMO contact is the only named stakeholder. Marketing owns conversion and reporting; Digital and IT will shape any platform decision…
Recent signals: new patient app announced, Head of Digital role advertised, and a board commitment to "one front door" for patients by Q2…
Stakeholder map: CMO (sponsor, unverified), Head of Digital (likely champion), IT Director (technical sign-off), CFO (budget owner)…
Insight-Led SCRs — Meridian Digital Experience Transformation (£250K, Outreach Stage)
Persona note (critical): The deal's "CMO" contact is unverified. Meridian's leadership page lists a Chief Marketing & Patient Experience Officer, not a CMO. Your contact may be that role or a Director of Digital Marketing reporting into it. Verify name and actual title on first contact before using persona-tailored messaging.
Phase discipline: Outreach stage = problem/consequence-centric. No late-stage de-risking content yet — that belongs at negotiation. These SCRs lead with what the current patient journey is costing, not with capabilities.
Capability caveat: Resolution-side claims draw on your Digital Experiences and Performance Marketing profiles — replace with verified capability + value pairs from your delivery record before sending.
SCR 1 — The Fragmented Patient Journey (for the senior marketing / digital leader)
Situation: Meridian runs a main site, a separate booking portal and more than 40 clinic microsites, each built at a different time on a different platform. The new patient app announced this year adds another layer on top.
Complication: Every hand-off between them loses patients, and no single team owns the journey end to end, so the conversion problem shows up in every channel report but belongs to none of them.
Deal Type
This is an outbound, referral-led deal — Sam reached out after a referral from Mike, and the CMO has asked for an initial proposal. That's a warm opening, not a cold one: the buyer is interested enough to ask for something, but hasn't said what problem the proposal must solve. So the opening play is insight-led: bring a point of view on their patient journey before you bring a price. Note the nuance: a proposal request this early is often a way to compare suppliers, not a sign of commitment.
Current Stage
Outreach, moving to Discovery (the predicted stage is right, for now). Evidence: there's a named contact and a request, but no agreed problem, no decision process and no economic buyer. Win probability stays low until the CMO confirms what is really driving "before Q2".
Key Insights
The Q2 deadline is the deal's gating risk (80% confidence, direct from Sam's notes). One quarter for build, migration and sign-off is tight for a health group with more than 40 clinic sites. If the date is fixed by a board commitment, the conversation is about de-risking delivery; if it's aspirational, it's about phasing. Find out which.
The conversion problem is probably a journey problem (60% confidence). Meridian's main site, booking portal and clinic microsites were built separately, and every hand-off loses patients. Add the new patient app and the plausible problem is fragmentation, not page design. Test this hypothesis in the next conversation — don't assume it.
The "CMO" contact is unverified — Meridian's leadership page lists a Chief Marketing & Patient Experience Officer. Your contact may be that role or a Director of Digital Marketing reporting into it. This matters: a board-level sponsor can move a Q2 date; a director-level one usually can't.
Recommended Next Actions
Sam: confirm the CMO's name and title, and ask what's behind the Q2 date. Opening question variants: "What's happening on your side that makes Q2 the date?" and "If we got this right, what would be different for patients by the summer?"
Hold the proposal until the problem is agreed. Offer a short diagnostic call instead — 30 minutes to map the current journey — then build the proposal on what you find. This is the single highest-leverage move at this stage.
Test the problem hypotheses with discovery questions in the next conversation (situation → problem → implication):
- "How are the main site, booking portal and clinic pages managed today — centrally or by each team?" (situation)
- "Where do patients drop out between finding you and booking?" (problem)
- "If nothing changes before the app launches, what does that cost in bookings?" (implication)
Ask Sam to add the referral email from Mike and any call notes to the Vault.
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