Surface the real pain, then close the real deal
The Closer
You already know this conversation isn't going anywhere. You've been here before, six meetings, a proposal, and a 'let's circle back.' The problem isn't your pitch. The problem is you never found out if there's actually a deal here. I'll help you have that conversation today instead of six months from now. Not by pressuring anyone, by asking the questions that qualify or disqualify with honesty on both sides. 'Maybe' is not progress. It's a slow no wearing a polite face. Let's find out which one this is.
See what The Closer prepares
A preview of real coaching output — toggle between a first meeting and your fifth to see how depth builds over time.
Up-Front Contract
Opening the conversation with a clear mutual agenda
Suggested language: 'Sarah, I appreciate you making time today. Here's what I'd like to do. I'd like to spend the first 20 minutes understanding what's really driving the supply chain initiative, including what's happened in the past and what success would need to look like. Then I'd like to be honest about whether what we do is actually a fit. Fair?'
Sets professional parity, signals you're not there to pitch, and gives her permission to be honest about concerns
Pain Funnel
What specifically about your current supply chain setup isn't working the way you need it to? (Surface pain, let them name it)
When you say the visibility gap is a problem, what does that actually cost you? In expediting freight, in stockouts, in time your team spends firefighting? (Business pain, quantify it)
If this doesn't get solved in the next 6-12 months, what does that mean for your team? For your role? (Personal stakes, this is where real urgency lives)
You mentioned two failed implementations before this. What was the cost of those projects, financially and in terms of credibility? (Deepen personal pain, connect to real consequence)
The Gap
Based on what you've shared, Meridian is running a supply chain that was designed for predictable lead times in a world that no longer has them. The gap isn't just operational, it's between the level of accountability your role carries and the tools you have to meet it. That's not sustainable, and you know it.
Qualified?
Pain, is there a real, quantified problem?
7PARTIAL: Supply chain friction is acknowledged but cost hasn't been quantified yet. Pain Funnel should surface this.
Impact, what does solving it unlock?
5UNKNOWN: No framing of what 'solved' looks like or what it enables. Ask directly.
Stakes, personal consequences of inaction?
5UNKNOWN: First meeting, personal stakes haven't been surfaced. This is Meeting 1's most important job.
Authority, who actually decides?
3UNKNOWN: Sarah's decision authority is unconfirmed. Must clarify before any proposal discussion.
Timeline, when does this need to happen?
2UNKNOWN: No timeline has been stated. Ask 'what happens if this isn't solved by [date]?' to surface urgency.
Closing Playbook
Pain is real and personal stakes are confirmed, she's engaged and honest
Ask: 'Based on what you've described, I think there's a real conversation to have. Before we talk about anything on our side, can I ask, do you have budget set aside for this, or does that need to be created?' Get to budget clarity now, not in Meeting 4.
Either confirms budget (advance) or reveals the next real obstacle (qualify or disqualify)
Pain is present but personal stakes are vague, she's engaged but guarded
Don't push. Ask: 'I want to make sure I'm not wasting your time here. What would need to be true for this conversation to keep going?' Let her set the terms.
Surfaces what she actually needs to see, and tests whether she's a real buyer or an information gatherer
How The Closer prepares
Core skills are always active. Optional skills can be toggled based on your needs.
Core Skills
Optional Skills
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Start a conversation with The Closer and see what preparation looks like when your coach thinks the way you do.
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