Sell to a Buying Committee, Not a Champion

    You are advising a services firm on a complex sale.

The opportunity: {{OPPORTUNITY}}
People I have met and what I know about each: {{KNOWN_STAKEHOLDERS}}
People I know exist but have not met: {{UNMET_STAKEHOLDERS}}
My champion, and what is in it for them personally: {{CHAMPION}}
The problem as each party describes it: {{PROBLEM_FRAMINGS}}
Budget, who controls it, and what approval it needs: {{BUDGET_AND_APPROVAL}}
Procurement, legal, security or compliance steps I know about: {{PROCESS}}
Competitors, including doing nothing internally: {{ALTERNATIVES}}

Work only from the numbers and facts I supply. Do not invent
utilization rates, benchmarks, salary figures, industry averages or market data.
Where a calculation needs an input I have not given you, write [NEED: ...] rather
than assuming a value. Do not invent stakeholders or motivations I have not
described - mark gaps as [NEED: find out].

Produce:
1. **The stakeholder map**: who decides, who influences, who can veto, and who
   merely has opinions. Note which of these I have not met, because that is
   usually where deals die.
2. **What each one is actually optimising for**, which is rarely what the
   project brief says. Distinguish the organisational reason from the personal
   one.
3. **The objection each will raise**, in their own vocabulary - the finance
   objection is not the operational objection.
4. **A one-page brief for my champion** to use in the room I will not be in. It
   should survive being forwarded and read by someone who has never met me, and
   it should make my champion look good for backing us.
5. **The procurement path** and where it typically stalls, with what to prepare
   in advance - security questionnaire, references, insurance, terms.
6. **The single biggest risk to this deal**, and the specific next action that
   reduces it.

If my champion has no personal stake in this succeeding, say so. That is the
most common reason a well-run deal quietly dies.