We worked backwards. We started with the otherworldly results — the engagements that outperformed everything else we'd ever done — and asked a single question: what did these have in common?
Follow the thread and it leads to the ideal client. Follow it further and it lands on the thing almost no one examines: how those clients were sold.
Every time we had to close or convince, the results were mediocre. Every time a client arrived ready to buy, they knocked it out of the park.
It wasn't a coincidence. It was a pattern ... unignorable once you see it. The convincing wasn't creating great clients. Great clients were the ones who never needed convincing.
Which reframes the entire problem. If ready-to-buy clients produce otherworldly results, then the real work isn't better closing. It's this:
How do we engineer ready-to-buy?