FIELD NOTE 01The $4.2M deal that was walking away
A major APAC telco was 72 hours from selecting a competitor. We restructured the value proposition around their unstated buying criteria and built a margin-protecting negotiation framework.
Approach: Reframed the decision around operational certainty, surfaced unstated criteria and prepared a disciplined concession plan.
Takeaway: Late-stage deals can move when the team stops defending its offer and starts resolving the buyer's hidden risk.
RESULT
Closed at 94% of original value; client retained 3 more years.
Telecommunications · Asia-Pacific · 6 weeks
FIELD NOTE 02From 14 months to close in 6: a pipeline reset
An enterprise software company had 40+ deals stuck late-stage. Triage identified 12 genuinely closeable, deprioritised 20 and walked away from 8.
Approach: Applied an evidence-based triage matrix, reset account ownership and concentrated executive support on twelve deals.
Takeaway: A smaller, truthful pipeline creates more revenue than a large pipeline built on optimism.
RESULT
30% pipeline reduction, 85% win rate on the focused deals.
Enterprise Software · APAC · 1 quarter
FIELD NOTE 03The channel deal that needed a new architect
A global vendor's partner-led deal stalled because the partner couldn't articulate value beyond price. We rebuilt the joint value story and coached two executive presentations.
Approach: Aligned vendor and partner roles, rebuilt the commercial story and rehearsed the executive decision sequence.
Takeaway: Channel complexity needs one coherent value architecture-not more product detail.
RESULT
Closed 18% above the partner's original quote.
Technology · ANZ · 3 weeks
