SECTION 1 — OPENING "Hi [Name], thanks for making the time today. I want to make sure this is useful for you, so before I say anything about us, I'd like to spend the first 20 minutes understanding what's actually happening on your team right now. At the end I'll give you a straight answer on whether we're a fit. Sound good? Just to confirm — you lead the full sales org at [Company], including hiring and coaching the AE team?" --- SECTION 2 — QUALIFICATION QUESTIONS Q1 — Current Situation: "How do new AEs typically ramp at [Company] right now — is there a structured onboarding program, or does it mostly happen through ride-alongs and shadowing?" (Follow-up: "And how long until you'd say an AE is fully independent on the phone?") Q2 — Problem Intensity: "When you listen to call recordings today, what tells you a rep is struggling — is it something you can spot quickly or does it take multiple deal reviews?" (Follow-up: "How often do you personally get into that level of detail with each rep?") Q3 — Business Impact: "If your average ramp time is, say, 4-5 months — what does a month of underperformance cost you in missed quota at your current deal size?" (Follow-up: "And is that a number leadership is aware of?") Q4 — Decision Process: "When you've brought in tools like this before — coaching or enablement platforms — who else typically gets involved in evaluating them?" (Follow-up: "Does the CRO or CFO usually want to see a business case before something goes to contract?") Q5 — Budget Signal: "Is there budget allocated for sales enablement or coaching technology this year, or would this be a conversation about finding budget if the ROI made sense?" (Follow-up: "What range are you typically comfortable with for a per-seat tool at your team size?") --- SECTION 3 — PAIN AMPLIFICATION Pain 1: Ramp time "A lot of VPs I talk to tell me that the first 90 days are almost entirely lost — the rep is technically employed but not really producing yet. What's the downstream effect when a new AE misses their first-quarter number — does it put pressure on the rest of the team to cover?" Pain 2: Call quality inconsistency "When you have two reps with the same territory and the same product, but completely different close rates, it's usually a call behavior problem — not a talent problem. If you could see exactly where each rep loses deals on calls, what would you do with that information?" Pain 3: No visibility into lost deals "When a deal goes dark or comes back as a competitor win, how do you currently figure out what actually went wrong — do you rely on what the rep tells you, or do you have a way to verify it?" --- SECTION 4 — PRODUCT BRIDGE "Based on what you've shared — ramp taking too long, inconsistent call quality across the team, and limited visibility into why deals are slipping — what you're really dealing with is a coaching infrastructure problem, not a rep quality problem. Revel sits on top of your existing call recordings and CRM and gives managers like you a weekly signal on exactly which behaviors are costing each rep deals. Instead of spending 4 hours listening to calls, you get a 10-minute summary of what to coach, per rep, per week. That's what's cut ramp time in half for teams we work with." --- SECTION 5 — OBJECTION HANDLING Objection 1: "We already use Gong for call recording." "That's actually really common — most teams we work with have Gong or Chorus. Those tools are great for recording and search. The gap they don't fill is the coaching layer — they show you what happened on a call, but they don't tell a manager what to do about it or track whether coaching is actually changing behavior. Revel plugs in on top of Gong. It doesn't replace it." Objection 2: "My reps won't want to be monitored more closely." "I hear that a lot and it's a fair concern. What we see in practice is the opposite — reps actually like it when coaching gets specific. What they hate is vague feedback like 'you need to ask better questions.' Revel gives each rep a personal score on specific behaviors they can improve. It becomes a tool they use for themselves, not surveillance from above." Objection 3: "We don't have budget for this right now." "Understood. Can I ask — if we could show that cutting ramp by 6 weeks across your next 3 new hires covers the cost of the platform for a full year, would that change the conversation with your CFO? We can run that math together in about 15 minutes if it's useful before you bring it upstairs." --- SECTION 6 — CLOSING THE CALL "Let me recap what I heard today so I make sure I got it right. You're ramping new AEs in 4-5 months, you don't have great visibility into call quality across the team, and when deals are lost you're mostly relying on rep feedback to understand why. Does that sound accurate? Here's what I'd suggest as the next step: I'd bring in our solutions engineer to do a 30-minute technical walkthrough with you and whoever else would evaluate this — that way you get specific answers about the integration with your current stack and what setup actually looks like. I have time Thursday at 2pm or Friday at 10am EST. Which works better for you? And just to confirm — is there anyone else you'd want in that second call, or is it just you for now?"