Enterprise Deal Acceleration
"A specific deal. A specific problem. A strategy to close it."
The Problem This Solves
Enterprise deals stall for predictable reasons. A champion who can't reach the economic buyer. A procurement process that appeared at Stage 4. A competitor who reframed the evaluation criteria. A business case that mapped to the wrong stakeholder's problem. An internal reprioritisation that isn't really a reprioritisation.
Most of the time, the deal is not dead. It is stuck — and the people inside it are too close to it to see the move.
Enterprise Deal Acceleration is a short-burst engagement focused on one thing: a named deal that is stalled, at risk, or slower than it should be. No frameworks built from scratch. No organisational design. One deal, dissected, with a written strategy to close it.
Who It's For
Companies or founders with an active enterprise deal that fits one or more of the following:
- Deal has been in-stage for more than twice the typical cycle length
- Economic buyer has gone quiet after strong early engagement
- A competitor entered the evaluation and the position shifted
- Procurement or legal introduced requirements that weren't anticipated
- Internal sponsor changed — champion lost their role or influence
- The deal is the largest in the pipeline and a loss would materially change the quarter
- The rep or founder is not sure what the next move is
Not the right engagement if:
- The deal is pre-Stage 2 (no confirmed pain, no economic buyer identified) — use Enterprise GTM Playbook qualification framework instead
- The problem is systemic — multiple deals dying the same way — use Revenue Architecture Diagnostic or Enterprise GTM Playbook
- The company needs someone to directly represent them in the deal — Malcolm operates as advisor, not as a direct participant in client-facing meetings
What the Client Receives
| # | Deliverable | What it enables |
|---|---|---|
| 1 | Deal Health Assessment | MEDDPICC audit of the specific deal — what is confirmed, what is missing, what is the single most dangerous gap |
| 2 | Stakeholder Map | Every person in the deal, their motivation, their relationship to each other, and who is missing |
| 3 | Win Strategy Document | The specific sequence of moves — in order — to advance and close this deal |
| 4 | Objection & Blocker Response Pack | Written responses to every named blocker, tailored to this deal and this buyer |
| 5 | Economic Buyer Engagement Plan | How to reach, prepare, and move the economic buyer — including the specific ask at each touch |
What the Client Does Not Receive
- Malcolm attending client-facing meetings (available as an add-on in exceptional circumstances)
- A general qualification framework for other deals — deliverables are specific to this deal
- A commitment to an outcome — strategy is Malcolm's responsibility; execution is the founder's or rep's
Duration and Structure
Standard: 2 weeks
Complex (multi-country deal, procurement in multiple jurisdictions, or deal team > 3 people): 3 weeks
The engagement runs as focused working sessions — short, high-density, immediately actionable. Every session ends with a named next action owned by a named person.
How It Connects to the Rest of the Service Line
Enterprise Deal Acceleration can run standalone or alongside another engagement.
- Triggered after a Revenue Architecture Diagnostic finds a specific named deal at risk
- Triggered during a GTM Playbook engagement when an active deal needs immediate attention
- Escalates to Fractional CRO if the deal reveals that the commercial architecture is broken beyond a single opportunity
If the deal closes, the win is the proof of concept for the wider system. If it doesn't, the forensics from this engagement scope the next one.