PRACTICE — ENTERPRISE
Deals with a committee and a procurement process.
Six and seven figures, eleven approvers, and a security review nobody scoped. Enterprise deals are won in rooms the seller is not in.
IN BRIEF
- Strategy Engineered builds go-to-market systems for companies selling six- and seven-figure deals into enterprise buyers.
- Scope covers account strategy, buying-committee navigation, proof-of-value design, and deal governance.
- The objective is a repeatable close and a forecast that holds, not individual heroics.
01 — THE SITUATION
A great product with an unpredictable close. Deals advance through relationships rather than a system, so the strong quarter cannot be explained and therefore cannot be repeated. Procurement, security, and legal surface late with criteria that were knowable from the start.
02 — THE BUYER, IN REALITY
The economic buyer is rarely the person the seller has been talking to. Procurement, information security, legal, and often a technical council each hold a veto, and each measures success by a criterion never discussed in the sales cycle. The champion carries the deal internally through a maze the seller has never seen a map of. The work is to draw that map, hand the champion the language for each room, and remove the surprises that turn a Q4 close into a Q2 close.
03 — WHERE WE START
04 — WHAT WE BUILD
| ACCOUNT PLAN | The written strategy for each named account: the buying committee mapped by name and role, the value hypothesis specific to that account, and the sequence of moves that turns it from target to signed. |
|---|---|
| PROOF-OF-VALUE DESIGN | A pilot scoped for a decision, not a demonstration: the success criterion agreed in writing, the data pipe that will measure it, and the commercial glide-path that follows the successful outcome. |
| PROCUREMENT PLAYBOOK | The security questionnaire, the DPA, the model contract, the objection handlers, the pricing floors — assembled once, kept current, and put in the champion's hands the day the deal enters procurement. |
| DEAL GOVERNANCE | A weekly forecast review with the criteria for each stage written down and enforced. What is committed is committed; what is optimism is labelled as such. |
05 — SIGNAL
38%
PROCUREMENT CYCLE COMPRESSED
$1.8M
AVERAGE CONTRACT VALUE, YEAR ONE
71%
WIN RATE ON QUALIFIED OPPORTUNITIES
CLIENT NAMES AND IDENTIFYING DETAILS ARE WITHHELD UNDER NDA. FIGURES COME FROM THE ENGAGEMENT’S OWN SYSTEMS.
06 — WHEN WE’RE NOT A FIT
- Transactional purchases closed inside a quarter without a procurement review.
- Companies whose product is not yet ready for an enterprise security review.
- Sellers looking to buy meeting-booking as a service rather than a rebuild of the enterprise motion.
07 — HOW WE ENGAGE
| THE DIAGNOSTIC | Two to three weeks. The written diagnosis of your revenue system and the sequenced recommendation. The smallest honest engagement we offer. |
|---|---|
| THE SPRINT | Four to eight weeks. One defined problem — a pricing study, an entry study, a launch architecture — taken from question to decision-grade answer. |
| THE RETAINER | Quarterly. Design and build, held to numbers agreed in advance. Reviewed — and cancellable — at every quarter boundary. |
| THE EMBEDDED | We operate inside the motion: a partner and pod accountable for a revenue outcome alongside your team, until the system runs without us. |
ENGAGEMENTS START AT $3,000. SCOPE IS SET AFTER THE FIRST CONVERSATION. WE DO NOT PRICE AS A PERCENTAGE OF MEDIA SPEND.
08 — FAQ
- Do you sit in front of our enterprise buyers?
- Not as the seller. A partner joins strategic reviews and, where useful, exec-level conversations. The commercial relationship stays with your team; the system that supports it is ours to build.
- What size deal is this for?
- The economics start to work at roughly $150,000 in first-year contract value and become obvious above $500,000. Below that, a simpler B2B or SaaS motion is usually the honest recommendation.
- Can you help unstick a specific deal?
- Occasionally, as a two- to three-week Sprint. More commonly the deal in question is a symptom of a system that produces stuck deals, and that is where the durable work is.
- Do you write RFP responses?
- We build the components a response is assembled from — the security pack, the reference architecture, the pricing model — and we review responses. Writing each RFP verbatim is your team's craft.
38%
PROCUREMENT CYCLE COMPRESSED
Bring us a hard problem.
Engagements begin with a conversation, not a proposal. Tell us where growth is stuck. We will tell you — plainly — whether we are the right instrument, and what we would do first.