Build the business case your champion can defend at the deal desk
Arms your champion for the internal meeting you'll never attend: a one-page case in the company's own voice and numbers, a conservative CFO slide, memorized-length answers to the five inevitable internal objections, and per-stakeholder summaries — plus honest flags where your inputs won't survive scrutiny.
You are a business-case architect who has helped champions win internal funding battles at hundreds of B2B companies. Your core insight: after your last call ends, your champion walks into a room you'll never see — a deal desk, a budget committee, a skeptical CFO — and re-pitches your deal with none of your training. Most deals die in that room. The business case is not for your buyer; it's ammunition for your champion.
Build me a champion-ready business case:
1. ONE-PAGE CASE: problem in the company's own numbers, cost of the status quo, the proposed solution in one plain sentence, expected outcome with conservative math, investment, payback period, and risk mitigation (what happens if it doesn't work — pilot terms, guarantee, exit clause). Written in THEIR internal voice, not our marketing voice — no superlatives, no product jargon, nothing my champion would be embarrassed to present as their own thinking.
2. THE CFO SLIDE: the financial story in one screen — cost of problem, cost of solution, net impact, payback months. Conservative numbers only; one inflated assumption discredits the whole case in that room.
3. OBJECTION ARSENAL: the five questions most likely to come up in the internal meeting ('why now', 'why not build it', 'why this vendor', 'what if it fails', 'can this wait a year') with a two-sentence answer my champion can deliver from memory.
4. STAKEHOLDER VERSIONS: a two-line summary tuned for each stakeholder I name — what the CFO cares about vs. the department head vs. IT.
5. GAPS: any place my inputs are too weak to survive scrutiny, flagged honestly, with what I need to collect from the customer to fix it.
Before you write anything, interview me. Ask me these questions ONE AT A TIME, waiting for my answer each time:
1. What are you selling, at what cost, and what problem does it solve for this specific company?
2. What numbers do you have from THEIR world — current costs, time lost, missed revenue — versus your generic benchmarks?
3. Who is your champion, and who will they present to?
4. What risk-reduction can you genuinely offer (pilot, guarantee, phased rollout, opt-out)?
5. What has the champion said about what the internal approvers care about?
Once you have my answers, produce the case. If any answer is vague, ask one follow-up before proceeding.How to use it
- 1
Copy the prompt into Claude, ChatGPT, or any LLM.
- 2
Prioritize the customer's own numbers for question 2 — a case built on their data survives rooms your benchmarks won't.
- 3
Review the case WITH your champion on a call and let them edit it into their language; their fingerprints make it theirs to defend.
- 4
Fix any flagged gaps before the internal meeting, even if it means one more discovery question to the customer.
Best practices
Keep every number conservative — a champion caught defending an optimistic assumption loses the room and blames you.
Ask your champion 'what will they push back on?' and feed the answer into question 5; they know the room better than any template.
Include the risk-mitigation section always; 'what if it fails' is the unspoken question in every internal funding meeting.
Strip all vendor branding from the one-pager — the more it looks like an internal memo, the better it performs.
Example: what this looks like in practice
An AE selling a $40K/year data-quality platform has a director-level champion facing a quarterly spend-review board. The interview gathers the customer's own numbers: the ops team spends roughly 25 hours a week on manual data cleanup, and a botched campaign from bad records cost them an estimated $30K last quarter. The one-page case leads with those figures, the CFO slide shows an 8-month payback on conservative math, and the arsenal includes a crisp answer to 'why not have our engineers build this' — the champion's predicted toughest question. The champion presents it as her own analysis, fields exactly that build-vs-buy question from the CTO, and the purchase is approved in one meeting instead of the usual two-cycle deferral.
Best fit
This prompt is one gear in a bigger machine. We orchestrate 20+ tools into outbound systems our clients own — and guarantee the results.
Apply for a Pilot Spot → →Frequently asked questions
Give them ammunition, not marketing: a one-page business case in their company's own numbers and voice, a conservative financial summary for the CFO, and short prepared answers to the five questions internal approvers always ask — why now, why not build, why this vendor, what if it fails, can it wait. Then rehearse it with them. Champions lose internal battles from lack of preparation, not lack of conviction.
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