Key Influences: Decision team alignment is crucial. CFO might lean towards whomever offers contingency (less risk), CIO toward whomever she felt was technically competent and understands them. Sometimes an internal champion (like procurement Pete if he really likes the data RTC gave in initial analysis) will influence others in the team with enthusiasm. Conversely, if one stakeholder is not convinced (say CIO is worried about outsider involvement), that can stall the decision. Conversion Trigger: Reaching a comfort level where all major concerns are addressed and they see clear upside. E.g. CFO sees contract can be structured so that if savings not achieved, risk is minimal, triggering his buy-in; CIO hears from a reference that operations were not impacted, easing her fear; Procurement sees the level of detail theyll get, making him excited. A formal trigger is often a presentation to top management for approval if that goes well, they decide Yes, engage RTC. The final conversion is signing the contract with RTC. Decision Stage: Buyer Mindset: They have chosen RTC (or are very close, perhaps negotiating contract terms). Now its about finalizing the partnership. They want reassurance that they made the right choice and a smooth kickoff. Preferred Channels: Face-to-face (or video) negotiation: CFO or procurement will finalize terms with RTCs sales lead. Might involve legal on both sides to finalize NDA, MSA, etc. Possibly in-person meeting to sign and kick-off (especially if high value). Internal Approvals Workflow: CFO or whoever gets final sign-off from CEO or Board perhaps. So decision might involve a board meeting or final CFO approval. Announcement Internally: They might communicate to their teams Were bringing in RTC to help us identify savings, please cooperate with them. The journey includes prepping employees for an outsiders involvement. Content/Materials: Contract and SoW clarity: They need a well-defined agreement. Also possibly a project plan or timeline to align expectations (CIO and procurement will look at that). Onboarding materials: If RTC provides an outline of data needed, schedule of workshops, etc. at this stage, it shows preparedness and sets positive tone. Executive Summary one-pager: CFO might present to CEO or Board RTC can assist by giving a crisp summary of the value proposition and plan that CFO can use to justify. Conversion Trigger: The actual signing of agreement is the conversion from prospect to client. That likely happens once all stakeholders are satisfied and any minor negotiation on fees or scope is settled. Possibly triggered by a looming renewal deadline (time pressure can push the decision too e.g. we need them on board 3 months before our Microsoft renewal in June, so decide now). After signing, the journey moves to onboarding. Post-Purchase (Retention & Expansion Stage): Client Mindset: They are now working with RTC. They expect results. Also feelings: initially some excitement (we found partners to help), perhaps some cautious optimism. Over the engagement, they evaluate if promises are being met. They also consider future do we keep them for more, or next time do we do ourselves or try competitor? 42