Most problems customers describe are "pain points" they won't act on. You can't distinguish these from real, actionable demand ("pull") through interviews alone. The only true test is presenting a viable solution and attempting to sell it. Their reaction—whether they try to pull it from you—is the only reliable signal.

Sales conversations often rush to demo a "better" product, assuming the buyer wants to improve. The crucial first step is to help the prospect recognize and quantify the hidden costs of their current "good enough" process, creating urgency to change before a solution is ever introduced.

Many salespeople fill pipelines with leads showing mere interest. Elite performers differentiate this from true buyer intent—the willingness to buy now. They actively disqualify prospects who lack intent, allowing them to focus on fewer, more qualified opportunities and avoid wasting time on conversations that won't convert.

Don't pitch features. The salesperson's role is to use questions to widen the gap between a prospect's current painful reality and their aspirational future. The tension created in this 'buying zone' is what motivates a purchase, not a list of your product's capabilities.

To sell effectively, avoid leading with product features. Instead, ask diagnostic questions to uncover the buyer's specific problems and desired outcomes. Then, frame your solution using their own words, confirming that your product meets the exact needs they just articulated. This transforms a pitch into a collaborative solution.

Buyers often volunteer the exact details of their problem—their project, its urgency, and their frustration with current options. However, traditional sales training teaches founders to ignore these cues, interrupt the customer, and pivot to pitching their solution, thereby missing critical information.

When sales stall, founders assume the market isn't interested. More often, it's an execution problem: they fail to listen to clear demand signals or pitch irrelevant features, creating a self-inflicted "demand problem."

Prospects often express interest to gather information but lack a commitment to solve the problem. Sellers must differentiate by probing for concrete timelines and stakeholder involvement to avoid chasing deals that won't close, rather than hoping to convert interest into commitment on the call.

Instead of pitching a customer, ask them, "Why did you decide to get on this call?" and "Why now?" This forces the prospect to articulate their own pain and why they believe you are the solution, reversing the sales dynamic and revealing core buying motivations.