Getting a partnership deal done requires more than a good pitch; it requires an internal advocate. Leaders should leverage their network to identify and cultivate a champion inside the target company. This person is critical for navigating internal bureaucracy and pushing the deal over the goal line, as "there's a million ways for deals to die."

Two clear red flags indicate a deal is at risk: relying on a single contact and having a close date not tied to a specific buyer deadline. To de-risk a deal, sales reps must engage multiple stakeholders (multi-threading) and anchor the timeline to the buyer's critical business needs.

Approaching the leader of a business unit to propose carving it out is a fatal mistake, akin to 'inviting the turkey to Christmas.' They will naturally be defensive, viewing it as a threat. Instead, initial conversations must target executives *above* the business unit to explore the strategic rationale before involving the person whose division might be sold.

A key stakeholder within a client account may actively create friction and gaslight your team, not for legitimate business reasons, but to steer the contract towards a competitor where a friend works. This form of psychological warfare can derail renewals despite strong performance.

Multi-threading isn't just a seller's tactic; it empowers the buyer. An internal champion feels more confident and strengthened when they can approach their CFO with the backing of two or three peers who also see the value. This shared internal momentum makes it easier for them to secure budget and push the deal forward.

In complex enterprise sales, don't rely solely on your champion. Proactively connect with every member of the buying committee using personal touches like video messages. This builds a network of allies who can provide crucial information and help salvage a deal if it stalls.

When you identify a deal blocker, don't confront them alone. First, approach your champion and ask for their perspective on the dissenter's hesitation and advice on the best way to engage them. This provides crucial internal political context and helps you formulate a more effective strategy before you ever speak to the blocker.

Effective multi-threading isn't just about engaging multiple customer stakeholders. It also means strategically deploying your own team members—like founders, product experts, or engineers—at key moments. This "team sport" approach builds buyer confidence and de-risks complex enterprise deals.

'Teaser' stakeholders value innovation and are vocally supportive of your solution, creating the illusion of a champion. However, they have a low bias for action and avoid risk, often due to a political or relationship-based position. To advance the deal, sellers must build consensus with other, more action-oriented individuals to support the Teaser.