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Prepare the context. Let people make the call.

A clear brief inside the CRM brings together research, relevant proof, a buyer-focused message and follow-up. Your team checks the evidence, decides whether the opportunity is credible and takes action.

Opportunity Brief
Illustrative example
Account
Northstar Group
Buyer change
New Chief People Officer appointed during a major organisational restructure.
Trigger
Leadership capability is likely to become a priority as the new structure is embedded.
Why now
The organisation has announced significant management and operating-model changes.
Why us
Previous relationship with the new CPO. Relevant leadership programme delivered for a similar organisation. Relevant customer proof exists.
Play
Executive Transition Play
Motions
M5 — Leverage RelationshipsM4 — Show ProofM3 — TeachM1 — Ask
Who acts
Account Director + Business Development
Best route
The Account Director worked with the CPO in their previous organisation.
Point of view
Structural change rarely fails because the organisation chart is wrong. It fails when leaders and managers cannot change behaviour quickly enough.
Proof
Use the relevant transformation customer story.

How each motion runs in this play

M5 — Leverage RelationshipsAccount Director. The direct route: reopen the relationship.

Email

Sarah,
Congratulations on the new role.
Given the scale of change already underway, I imagine getting leaders aligned behind the new structure is high on the agenda.
We worked through something similar together previously, and we have since supported another organisation through a comparable transition.
Thought it might be useful to compare what worked.

Call opening

Sarah, I’m not calling to give you a generic update. I saw the scale of the restructure and it reminded me of some of the challenges we worked through together previously...
M4 — Show ProofBusiness Development. Proof framed in the buyer’s terms, not ours.

Follow-up note, day three

Sarah,
One thing from our last conversation stayed with me.
Another organisation we supported went through a comparable restructure last year. Their new people leader faced the same first question: which managers can carry the change, and which need help fast.
I have attached a one-page summary of how they answered it in the first ninety days. The situation will not map exactly, but the sequencing might be useful.
M3 — TeachMarketing. Runs in parallel so the buyer keeps meeting the idea.

Sponsored LinkedIn ad, targeted at the CPO and her leadership team

CLAVE

Promoted

Restructures rarely fail because the organisation chart is wrong. They fail when managers cannot change behaviour quickly enough.

The First Hundred Days of a Restructure

clave.com

Read the paper

Paid search ad on restructure and leadership terms

Sponsored · clave.com/insights

Leading Through a Restructure? Manager Capability Is the Critical Path

Why most restructures stall in the first hundred days, and the sequencing that prevents it. Practical guidance for people leaders.

The point-of-view paper both ads lead to

Point of View

The First Hundred Days of a Restructure

Why manager capability, not communication, is the critical path.

Opening argument: most energy goes into communicating the new structure. Very little goes into equipping the managers who have to make it real. The organisations that embed change fastest invert this.

While the Account Director works the relationship, the buyer keeps meeting the idea in her feed and her searches. By the time the conversation happens, the thinking is already familiar.

M1 — AskAccount Director. A clear, specific invitation. No pitch.

The ask

Would it be useful to spend forty-five minutes with the person who led the comparable transition? No agenda beyond comparing notes on the first hundred days. If it is not valuable, we leave it there.
Next action
Account Director reconnects today. Business Development prepares the follow-up for day three.

The 80/20 model is preparation and human execution—not a measured saving.
AI supports the preparation. People verify, judge and act.

Different buyer context. Different approach.

Moved buyer

Change

Previous customer champion joins a priority account.

Play

Champion Move Play

Motions

M5 Leverage RelationshipsM4 Show ProofM3 TeachM1 Ask

People

Account Director + Business Development

Next

Reconnect through the existing relationship.

Net-new

Change

A target organisation announces a major AI adoption programme.

Play

AI Capability Play

Motions

M8 Use Buying SignalsM3 TeachM4 Show ProofM2 Be FoundM1 AskM6 Create Experiences

People

Business Development + Sales + Marketing + SME

Next

Lead with a workforce-readiness point of view and relevant proof.

Account growth

Change

An existing customer expands into a new region.

Play

Account Expansion Play

Motions

M7 Expand CustomersM5 Leverage RelationshipsM4 Show ProofM3 TeachM1 Ask

People

Account Director + Customer Success + Business Development

Next

Use the existing sponsor to open the new stakeholder group.

Put better preparation behind every important conversation.

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