Don't overwhelm an enterprise buying committee by pitching all of your product's features. Instead, survey each member to find the 2-3 features that resonate most broadly. Focus all messaging and demos on just those features to create a clear, concentrated value proposition.

Instead of waiting until the end to close, establish the meeting's potential outcomes upfront. Get the prospect's permission to deliver a 'no' if it's not a fit, and pre-agree on a specific next step if neither party says 'no'. This eliminates the buyer's power to stall later on.

Mark Casaglo advises against process stages like "discovery call" or "demo call," which are seller-centric. Instead, structure the process around securing five key buyer agreements: problem agreement, solution agreement, power agreement, commercial agreement, and vendor approval. This reframes selling around buyer commitment rather than seller activity.

After a group discovery call, don't just set one follow-up. Schedule brief, individual breakout sessions with every stakeholder. This creates multiple parallel threads, uncovers honest feedback people won't share in a group, and builds momentum across the entire buying committee, dramatically increasing deal velocity.

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.

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.

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.

To prevent deal slippage, don't just present a timeline; co-create a mutual action plan with the client. This shared ownership makes them feel personally accountable and less likely to delay, as they would be breaking a joint commitment rather than just pushing a vendor's date.