👨‍🔬David Weiss

I am a top performing revenue leader, startup advisor, and deal coach for people that want to win that critical opportunity. 

I am also the author of Your Definitive Sales Career Guide, Sales Success Stories, and The Sales Tactician's Playbook.

I have impacted many organizations from a revenue generating standpoint, always bringing back double digit growth tied to multimillion dollar goals. 

More importantly, my approach has a lasting impact on the clients I do business with; I form partnerships at all levels and develop a thorough understanding of a client's, wants, dreams, challenges, and goals before offering solutions. It is only with this level of understanding that I can provide groundbreaking solutions that will have a long-term impact and lead to lasting partnerships. 

As a leader, I teach others to use this same approach, which has made my teams among the most successful in the business. 

I've worn many hats, from individual contributor, to leader, strategist, sales trainer, strategic advisor, and coach. This gives me a unique ability to see the entire landscape, juggle multiple projects at the same time, and have an overarching impact on an organization. 

All these experiences have taught me a few distinct things:

--I love to build things, fix things, and I have an uncanny ability to accomplish positive results quickly

--I have a passion for working on projects that have a big impact and get excited by new challenges.

--Winning is about proper execution and always putting the client's needs first.

--I am a sales process and deal management geek (I even have a pillow with MEDDPICC on it)

--I have big ideas that I can take from concept to reality.

--I have a passion for helping people achieve their goals.

--I work well under pressure and will accomplish what I set out to accomplish.

I am always looking to connect with new people. I love to solve tough challenges and welcome insightful conversations around sales, business, marketing, or my other passions of cooking and golf.

Member

https://apps.apple.com/us/app/dealdoc/id1645380212

The 2 most important sales stages that sellers skip.

And they’re why winnable deals die.


Most sales processes look like this:

Discovery > Demo > Proposal > Negotiation > Close

But the best ones look like this:

Discovery > Demo > Solution Alignment > Business Alignment >...


Because here’s the truth:

A demo is rarely a buying moment.

A demo is an internal alignment moment.

After a demo, buyers typically do 2 things:

1. Align internally on what they actually need
2. Justify internally how they’ll get it approved

If you jump from Demo > Proposal…
You skip the 2 stages that make approval possible.


Solution Alignment

This is where you:

Lock decision criteria
Agree on differentiation (why you, and not them)
Align on the future state (what “good” looks like)
Map criteria to outcomes

If this isn’t done, criteria changes.
And you end up going in circles.
This is where buyers get frusted often pushing the decision out.


Business Alignment

This is where you:

Build the business justification for change
Agree on ROI + cost of inaction
Package it into something portable (PRFAQ, business case, exec deck)
Align stakeholders and secure executive sponsorship


If you can’t align on the solution…
You can’t align on outcomes.

And if you can’t align on outcomes…
You can’t create urgency.

So what do you hear instead?

“Not a priority.”
“Let’s revisit in 6 months.”
“We’re going to pause.”
Ghosted after the 10th follow up.


These aren’t random.
They’re predictable outcomes of a process that skips alignment.

If Solution Alignment + Business Alignment aren’t explicit stages…
Your process is missing key behaviors that make more complex deals winnable.

Do you have these stages or behaviors built in?

If not, I bet your sellers and buyers are misaligned and default to sending proposals at the wrong time. 

But hey, maybe I'm wrong 😉

https://www.lead411.com/sales-and-marketing/top-265-sales-influencers-on-linkedin/

Top 265 Sales Influencers #187

https://www.demandbase.com/blog/25-sales-executives-to-learn-from-in-2023/?utm_medium=social&utm_source=linkedin

Top 25 Sales Executives to Learn From

Top 50 Sales Leaders to Learn From

2020 LinkedIn Sales Star

ADP Board of Directors

ADP Presidents Club

ADP President Club

Objective Management Group

Licensed Assessment Analyst 

AIRS, an ADP company

Certified Internet Recruiter (CIR)

Sales Success Media

LinkedIn Sales Stars 2020

Certified Replayz Coach

The Predictive Index

Predictive Index - Certified Licensed  Analyst

Rochester Institute of Technology

MEDDICC

Building a world-class services arm inside the best MEDDICC training company.

Chief Services Officer

DealDoc

Chief Deal Doctor @Your App for Deal Coaching

GTM Buddy

Advisor

Flowla 🌊

Strategic Advisor

Spiky.AI

Symbe

Aptivio

Super Founder

Head of Sales Advisory & Startup Mentor

MEDDPICC

Evangelist - {DW}MEDDPICC

Pavilion

CRO | Not All MEDDICC is Equal #NAMIE | Builder | Speaker | Advisor | MEDDPICC Enthusiast | Top 25 Sales Executive to Learn From | Loving Husband & Father | Aspiring Chef

Outbound - Inbound (Budgeted) - Inbound (Unbudgeted) Cheat Sheets for WHEN to you pieces of MEDD+ and a little bit around the questions to ask.

MEDDICC Cheat Sheets

The Sales Tactician's Playbook

DealDoc Walkthrough

Masters of MEDDICC: MEDDPICC as a Game-Changer with David Weiss

David Weiss: Discovery - How MEDDIC Changed his life

MEDDPICC — A Checklist For Modern Day Selling with David Weiss

MEDDPICC Master Class with David Weiss

Stream the Sales Success Stories episode, 24: ADP Sales Pro, David Weiss, on Generating 2-3X Results by Taking a Scientific Approach with a Strong Sales Methodology, free & on demand on iHeartRadio.

Listen to the Sales Success Stories Episode - 24: ADP Sales Pro, David Weiss, on Generating 2-3X Results by Taking a Scientific Approach with a Strong Sales Methodology on iHeartRadio | iHeartRadio

8 Letters that Can Double Your Income: an Intro to MEDDPICC

You’re not selling a product.

You’re selling change.

Sellers fall into the trap of:

Problem > Solution > Proposal

But businesses don’t buy solutions.

They buy change justification.

Here’s the miss:

Sellers do solid discovery.
They run a good demo.
They answer every feature question.

Then the deal stalls.

“Not a priority.”
“Send me something.”
“Let’s revisit next quarter.”

That’s not an objection.

That’s a decision that didn’t get justified.

Because execs don’t approve products.

They approve:
Why change
Why now
What happens if we don’t
Agreed upon outcomes
Priority alignment to bigger picture 

And here’s the kicker:

Justification isn’t a proposal.
It isn’t a generic ROI slide.
It isn’t logos and shiny case studies.

No one believes those.


Justification is proof in my world.

It makes a buyer say:

“That’s us.”
“That’s our workflow.”
“That’s our mess.”
“I can see this working here.”

Real justification looks like:
Screenshots of the current process
Time-in-motion, where work breaks
Baseline metrics from their systems
End-user quotes with faces 
Workflow maps with failure points
Cost of inaction tied to this data
Priority alignment to a bigger future
A plan that proves change will work

If your “justification” could be reused for another customer…

…it’s marketing.

Not a business case.

Your job isn’t to drive a solution. 

Your job is to make a change decision easily justifiable.

Ian’s first rock concert! 🤘 🎸 

So proud of him! He’s been practicing for months! 

Love seeing you learn and grow dude

Gartner came out with “6-10 people in a buying decision.” 

And every business took the wrong thing away from the research.

They took away:
"more people."
Multi-thread harder. 

And 10 years later… that’s still where the conversation sits.

More people.
More threads.
More meetings.

But almost nobody talks about the right people.

Or why they matter.

Or how buying & influence centers connect together.

So let’s evolve it today.

The problem isn’t “not enough stakeholders”

It’s missing stakeholder groups.

Deals are won by unlocking groups.

Each group unlocks something.

Miss one…
and the deal stalls for the same reasons.

The 5 groups and what they unlock

1. End Users
Unlocks: a problem the business takes seriously
Failure: pain stays abstract

2. Problem Owner (Dir / VP / Head Of)
Unlocks: real evaluation + internal momentum
Failure: problem never bubbles up

3. Technical Buyer
Unlocks: feasibility + decision criteria + “vendor of choice”
Failure: you lose to “safer” or "better."

4. Executive Sponsor (Function Leader / CxO)
Unlocks: priority, air cover, access, leverage
Failure: you lose to other priorities

5. Economic Buyer (CFO / CEO / Discretionary Spend Owner)
Unlocks: funding + speed
Failure: everyone agrees, no money moves

Why this matters more now than ever

Gartner’s recent work keeps pointing at the same root issue:

Buying groups struggle to align.
Conflict, competing objectives, stalled decisions. 
High need for consensus...

So “add more people” isn’t a strategy.

Because add more people was never the strategy to begin with.

It was misguided and sometimes lucky at best.

The strategy is orestrating the right groups, in the right order.

Stop multi-threading like you’re collecting contacts.

Start multi-threading like you’re unlocking groups.

Because stakeholders aren’t names.

They’re:
Power centers.
Problem centers.
Approval centers.
Influence centers.

Most sales orgs think a new methodology will fix everything.

But then miss the steps that make a difference.

I love the big commercial frameworks. 

I have studied them all and they are great for what they are.

But almost none of them talk about reinforcement.

The Ebbinghaus Forgetting Curve tells us that about 90 percent of what we teach is gone within minutes to weeks.

In my conversation with Taft Love, Founder at Iceberg RevOps, we dug into why sales methodologies do not stick without a system for reinforcement, coaching, and safe failure.

Adults do not learn the way children do.

They come with:
Existing schemas for how the world works
Baggage from wins and losses
Deeply held beliefs about how to sell

If you want behavior change, you have to:
Break down those old schemas
Rebuild them in the context of the real world
Create a safe place to fail
Reinforce the new behavior for months, not days

Most programs are built around "I taught you the thing."

But the missing piece of the puzzle is reinforcement via real-world practice.

How are you reinforcing sales methodologies within your teams?

Pain isn’t priority. Even lots of pain can fail to create urgency.

If you want a business to prioritize change this is required.

Sellers are great at finding pain.
Even quantifying it.
Getting people nodding.

But suddenly "this isn't a priority."

Because pain doesn’t create action.

I've had CFOs tell me, "David, I've got 5, multimillion-dollar ROI projects I could do right now, why should I do yours?"

Here’s the gap:

Pain lives in the function.
Priority lives with the business.

So if you want pain to become priority, you have to translate it into 3 things:

1) Executive Priority

Pain becomes priority when it connects to what leadership is already trying to achieve.

Seller question:
“What initiative does this impact that leadership already cares about this quarter?”

It must be a near term priority to have a near term deal.


2) Cost of Delay

Pain becomes priority when the buyer can feel the impact of waiting.

Not “we’ll save money.”

But:

“Every week we wait costs X.”

“Every month we delay creates Y risk.”

“If we do nothing, this gets worse by Z.”

This narrative is both about money and the bigger picture implications.

Seller question:
“If we wait, what gets worse… and why does that matter?”

Cost of delay is the engine of urgency.


3) A Real Deadline

Pain becomes priority when it’s tied to a date the business can’t ignore.

Renewal window
Market expansion
Board commitment
Investor expectation
Product launch
Audit timeline
Hiring season

aka "compelling event."

Seller question:
“What date makes this decision matter, even if everyone gets busy?”

No deadline = optional.
Optional = do later.


Pain is how you create interest. 
Change justification is how you get a seat at the table.
Winning priority is how you get the deal done.

“Not a Priority” isn’t an objection.

It’s a symptom.


A symptom of a missed step in the process.

To cure a symptom, you need the root cause.


The root causes behind “Not a Priority” are almost always:

You didn’t connect the solution to a near-term executive priority
Your current state wasn’t deep enough (surface pain only)
Change justification wasn’t documented (portable narrative missing)
Future state outcomes weren’t agreed (vague ROI, vague success)
Executive sponsorship wasn’t won (no air cover)

This is the repeatable pattern.


So how do you cure it?

Current State
= Deeper end-user discovery
= Map the issue, document the problem

Future State
= Show the exact path from the issue to your solution
= Not generic “we help teams…”

Change Justification
= Current State → Future State → Value
= Document it so it can travel without you

Near-Term Priority
= Attach the justification to something already visible
= A known initiative, risk, deadline, or exec mandate

Executive Sponsorship
= Not a nice-to-have
= A deal requirement earned by doing the above

“Not a Priority” happens when those conditions are missed.


I’m not saying this works 100% of the time.

But it works 100% of the time on deals that were winnable…
…if only the seller had done the work earlier.

Winnable deals get lost right here.
Because sellers skip steps, then try to fix it with reactive actions.


If you want to find your gap, ask yourself:

Which one of these conditions is weakest in my deals?
What can I do next week to strengthen it?


That’s proactive deal management.

Not scrambling after the bad news.

When I reflect on deals I’ve lost…

One thing almost always stands out.


I didn’t have an Executive Sponsor.

Someone at the top who owns success or failure.
Someone who can make this a business priority.

People love to say:

“You need an Economic Buyer.”
“You need a Champion.”

I agree no question, they are important.

But the most common missing link is the Executive Sponsor.

Here’s why.

Your Champion usually lives in the middle of the business.
Director or VP level.

They’re credible.
They’re bought in.
They’ll run point.

But their boss is often the function leader.

That person is the Executive Sponsor.

The Executive Sponsor is the one who:

Turns pain into priority
Gets budget unblocked
Gives the project air cover
Frames the business case in exec language
Pulls the CFO/CEO into the decision when needed


This is an all too common reality:
You don’t “get to” the Economic Buyer.
Your Executive Sponsor gets them on board.

Not saying it doesn't happen, but it isn't as often as people make it seem.


My rule is simple:

No Executive Sponsor, no deal.

I’ve started with them and won.
I’ve built a Champion, gained access, and won.

But I rarely win without them.

Quick gut check:

If your champion disappeared tomorrow…
Would anyone senior feel accountable to drive this across the line?

If not, you have some huge risk to address.

Do you treat Executive Sponsor as a requirement in your deals?

People get "multi-threading" very wrong.

And it's said so much, it's like "eat your vegetables." 👇 

It is said as the "fix all" for deals. 

And the go-to when deals are lost. 

"Oh...clearly you didn't multi-thread enough." 😡 


Here is the WAY better way to look at it...

Deals are won by unlocking stakeholder groups 

Not just more people.

Every group unlocks something.

But the problem is that this is never explained properly.

It's like tribal knowledge handed down, but no one knows where it started.

So we just keep saying it...


Here is a better way to look at it and why:

1. End Users
The people living the pain in the field.
Unlocks: A problem the business will take seriously.
Failure here: The pain stays abstract, so it never becomes “big enough.”


2. Problem Owner (Dir / VP / Head Of)
The leader accountable for fixing the pain.
Unlocks: Real evaluation, real internal momentum.
Failure here: It never bubbles up, so nothing gets sponsored.


3. Technical Buyer
Owns feasibility and decision criteria.
Unlocks: Vendor of Choice.
Failure here: You can’t shape or win criteria, so you lose to “safer” or "better."

4) Executive Sponsor (Function Leader / CxO)
Owns making it a priority inside their org.
Unlocks: Priority, air cover, access, leverage.
Failure here: You don’t lose to a competitor, you lose to other priorities.


5) Economic Buyer (CFO / CEO / Discretionary Spend Owner)
Owns budget allocation and approval.
Unlocks: Funding and speed.
Failure here: Everyone agrees, but no money moves.


Most of GTM treats stakeholders like “people to meet.”

The best treat them like gates to unlock.

Because these groups aren’t just contacts.

They’re power centers.
Influence centers.
Approval centers.
Problem centers.

And without the right alignment across them…

...deals don’t happen.


Does this change the way you think at all?

Many deals die not because of a lack of data.

But because we didn't tell the right story around it. Here's how:


You can conceptually understand:

Pain
Metrics
Decision criteria
Stakeholders
Buying process 
Competition 
…and still lose.

Why?

Because it wasn't turned into a portable story.

If your deal can’t survive outside your calls, it is destined to die.

---

Here’s the trap:

Salespeople treat discovery like collecting ingredients.

Then put them on the plate without cohesion. 

The meal doesn't make sense.

And I don't want to eat a deconstructed cheeseburger.

Anyways...the point


The person who likely needs to make the decision on your deal:

Wasn’t on all the calls
Often doesn't feel the pain firsthand
And will default to “no” to avoid risk and wasted spend

So your "champion" tries to explain it.

Your internal sponsor tries to sell it.

Your technical buyer adds their own filter.

And by the time it hits the Economic Buyer…

It’s unrecognizable.

You are serving up a deconstructed cheeseburger...

---

Change Justification is the missing step.

It’s the moment you turn facts into a narrative that travels.

A tight, repeatable story that answers:

1. Current state
What’s happening today, in their words.

2. Future state
What “better” looks like, specifically.

3. Value of change
Impact on function/stakeholders, measurable, strategic, connected to priorities.

4. Why now
Why waiting is more expensive and risky than acting.

5. Why us
Why your approach is the safest path to that outcome.

If you can’t say this in 60 seconds…

Your champion definitely can’t.

---

Two plays I love for this:

1) PRFAQ-style narrative
Write the “press release” of success as if a year from now they got the outcomes of your solution.

2) One-page business case
One of the most useful artifacts in enterprise selling is a single page.
No deck. No 40 tabs.
Just the story, clean enough to forward. All the elements above.

---

Data wins you a meeting.

Narrative wins you a decision.

Curious, do you have a “portable story” for your top deal right now?

Do you speak to end users?

This simple play has led to over $20m in closed won revenue…

Most deals stall for the same reason:

The narrative has no teeth.

It sounds identical across opportunities.
You could copy, paste, and swap the logo.

Why?

Because it’s usually the high level problem your point of contact told you.
And then you went straight into solutioning.

So when priorities shift, your deal becomes "not a priority".

Not because they don’t need it.
Because you never built a case that hurts to ignore.

Here’s what I did at Aramark that no other seller did:

I was selling uniforms.
So I spoke to the people wearing them.

I took pictures of burn holes, scars.
Tears that can get caught in machines.
Issues that made the job less safe.

Then I brought the pictures, faces, quotes, and real problems to plant leadership.

Change happened.

I used the same approach selling SaaS.

I interviewed the people living in the current workflow.
Or the ones living with no workflow at all.

I tracked:

Time in motion
What broke in the handoffs
The screens, systems, and friction points

Do that 10–15 times and something changes.

You don’t just have “pain.”
You have proof.

Your demo gets sharper.
Your story gets portable.
Your change narrative becomes impossible to dismiss.

End users can’t buy.

But they can make your deal inevitable.

Do you make end user conversations a standard step in your deals?

Forecast accuracy doesn’t come from a buyer saying, “We’re ready.”

It comes from knowing how paper moves. Here's how to fix it.

Here’s the pattern I see over and over:

The buyer says they’re ready.
The seller moves the close date to this month.
Commits the deal.

And then…

The deal slips.

Leader asks, “Where are we at?”
Seller says, “They said they’re ready, they’re reviewing everything.”


That’s the lesson:

You don’t commit deals because people say they’re ready.

That’s upside at best, and still pipeline at worst.

I've seen plenty of deals die at, "We're ready."


Before you commit, you should be able to confirm:

>Budget exists, and it’s approved for this project
>The exec sponsor is the one saying “ready”
>Paperwork is in hand, and all asks are understood
>First-pass redlines are back, and they look manageable
>There’s alignment to a compelling event
>There’s an escalation path, and willingness to use it
>You understand typical timelines, and legal’s priority level
>You have clear line of sight to the signature process

And the signer isn’t about to disappear for a week…
Or take a month-long sabbatical right before signature (yes, that happened to me)

If you don’t know these things, your forecast and commit are at risk.

Is it hard to figure all this out?

Not really.

It’s as simple as asking the right questions to the right people.

Your exec sponsor and procurement usually know the answers.

And if they don’t…

That’s even scarier.

You need to ask them, "Who would know" and to "Look into it."


The answers to these questions is how I have gotten companies from 50% forecast accuracy to 90% in very little time.


If you are struggling with forecasts it is almost always an emotional problem

And you need an operational solution.

What’s your win story?

If you can’t articulate it, you probably don’t have a winnable deal.

When I ask sellers, “Why should we win?”
I often get back a narrative that sounds like:

...The generic problem we solve
...The same story as every other opportunity

And that’s when I slow things down.

Yes, that is the problem we solve.

But…

What’s unique about this deal?
Why are they changing?
Why now?

That’s the entire reason you:

Implicate pain
Customize metrics
Build a real business case

Not to collect datapoints.

But to create a Win Story.

A narrative that:

Carries all the way to the C-suite
Can’t be copy/pasted into another deal
Keeps urgency alive when deals want to stall
Aligns stakeholders around why change matters now


Deals don’t die because of missing data.
They die because the story never comes together.

Data informs.
Narrative persuades.

That’s often the difference between deals stalling
and deals going the distance.

Curious how others think about this.

👉 Sellers: do you prioritize building the right change narrative?
👉 Leaders: do you inspect and help shape it?

Stop blaming acronyms for poor sales performance.

It’s never the method. It is always...

The training.
The execution.
And the follow-through.


I see the same posts every week:

“BANT is dead.”
Cool, I’ve won millions using BANT.

“MEDDIC is flawed.”
Cool, I’ve won $100M+ with it in my career.

I’ve watched teams fail with every framework.

Not because the acronym was wrong.
Not because the method was flawed.
It all came down to the execution.


Here’s where sales performance actually breaks:

Surface-level training
People memorize definitions.
Not learning how to translate these things to deal management.

When you lack translation to your environment
Your ICP, deal size, selling, stakeholders, GTM motions.
If it’s not customized, it creates confusion.
Leaders struggle with coaching.
Seller see it as more admin.

So the method gets blamed.
When the real issue is adoption.

Methodologies help:

Create common language
Drive consistency
Organize deal thinking

But they will never compensate for poor execution.

So before you trash the acronym…

Evaluate the application.

Because no method fixes bad deal management.

Two behavior changes in CS that will drive exponential growth.

And they are easy to implement today.


Here’s the problem.

When I talk to most CS leaders, they know growth matters.

But the behaviors say otherwise.

The motion is optimized for:

-Keeping the main contact happy
-Running QBRs that are status updates
-Ensuring usage and adoption
-Getting the renewal signed

That feels safe.

Until it doesn’t.

Because it leads to the same outcomes, over and over:

Surprise risk late in the cycle:

Key contacts disappear 
Value-driven questioned
Surprise budget cuts

If you want growth to be the outcome, you need growth behaviors.

Here are the two biggest levers I’ve seen.

1) Baseline the current state, then measure improvement

Before your product was deployed…

What was the current state?
What metric existed on that state?

You can’t claim value without a “before.”

So define:

The baseline metric
What “better” means
The target
The timeline

Then the part most teams skip.

Why does moving that metric matter?
What does it change downstream?

That’s your value narrative.

Not adoption.
Not sentiment.
Outcomes.


2) Executive communication, on a cadence

Once you have the baseline + value narrative…

You need to share it directly with executive stakeholders.

The people who:

Own budget
Approve vendors
Monitor Outcomes

This is value realization communication.

And this is the part most teams skip. 

Because going up is scary.

Here is how to do this motion without causing too much friction. 

Hold your regular monthly/quarterly meeting, discuss these things, then send a recap of that discussion to the folks that attended. 

Then, forward it up to the relevant execs. 

Simple note, "We just had our monthly meeting, here were key items I feel you'd be interested in, specifically notice ABC." 

Do this regularly, and when you reach out to them to talk about expansion, it will be met much more favorably. 

When done right, growth becomes easy because you can say:

You spent X.
You got Y in return.
And we have a plan to drive Z next.

When you can’t prove outcomes like that…

You become “nice to have.”

And nice-to-have is always replaceable when budgets tighten.

Have you asked ChatGPT what it thinks of you?

You treat me like a fast, capable collaborator you can direct, iterate with, and squeeze more quality out of—high standards, high speed, good intent.

I love the good intent piece. 

I’m always very friendly to our future overlords. 

From a visual perspective it’s pretty spot on. 

Love this. 

Share yours!

Deals stall when the change justification lives in a meeting.

And this is what the South Park Underpants Gnomes taught me.


This is the part sellers don’t hear enough:

You gather pain and metrics. 
You review it 10 times with your champion.
But then somehow still the message fails to land.

This is a narrative creation problem.

You are trained to collect underpants:

Pain
Metrics
Requirements
Decision criteria
Stakeholders

And then taught the deal will progress, profit.

But it doesn’t.

Because underpants don’t move deals.

They lead to ???

A portable decision narrative does.


If your story can’t travel without you…

your deal can’t either.

That’s why deals die right after the demo.

Your buyer goes internal and all they have is:

Vague problem statements
Link to decks
Generic ROI slides
Video of your founder
Nascar slide with all your logos

That’s not a business case.

That’s a big ?

Momentum happens when you package key documents like:
  Business case (why change, why now, cost of delay)
  Value pyramid (problems > functional impact > exec priorities > outcomes)
  PRFAQ  (what the future brings)
  Decision packet (risks, proof, plan, timeline)

If your “justification” could work for another customer…

…it’s marketing. 

It's question marks.

If it’s painfully specific to this customer…

…it can become a decision.

Profit

Exciting Announcement! NEW Book Coming on Deal Management!

This will be the most disruptive sales book in a decade, says my mom...

But, I need your help to name it!

The gist of the book:

It's not "how to sell."
It is, how to run better deals.

It’s a field manual for the messy middle, where winnable deals quietly die.

A diagnostic system that forces truth into the open, then gives you plays to act on it.

 A weekly operating rhythm sellers and leaders can actually run, not a CRM checklist.


This is what ChatGPT thinks I should call it...but what do you think?

The System That Replaces Hope With Clarity
Run the Deal, Not the Stage
The Playbook for the Messy Middle
The Truth-Based Path to Forecast Accuracy
How to Move Decisions Forward
Diagnose Risk Early, Create Momentum Fast
A Field Manual for Modern Complex Sales
Make Deals Earned, Not Assumed
Dealy McManagement Face

taplio

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👨‍🔬David Weiss's Best Posts (last 30 days)

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.css-6ytdur{background-image:linear-gradient(284deg, rgba(39, 43, 72, 1) 0%, rgba(33, 47, 183, 1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}‍David Weiss's Linkedin Analytics

👨‍🔬David Weiss

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}👨‍🔬David Weiss's LinkedIn Performance

What is ‍David talking about?

👨‍🔬David Weiss's Best Posts .css-1emoo84{font-size:var(--chakra-fontSizes-md);font-weight:400;color:var(--chakra-colors-gray-600);}(last 30 days)

Ready to grow your LinkedIn presence?

‍David Weiss's Linkedin Analytics

Performance Score👨‍🔬David Weiss's LinkedIn Performance

👨‍🔬David Weiss's Best Posts (last 30 days)