Closing process

A prospect saying “Send the proposal” feels like the summit. In reality it is base camp. You still need to guide them through unspoken doubts, budget land-grabs, and contract red tape before revenue hits the board.

Over the last decade I have closed projects from €5 000 audits to €250 000 growth programmes. The shape changes, yet the closing process stays the same: confirm value, set shared timelines, remove friction, and hand over cleanly to delivery. This chapter breaks that sequence into four concrete moves you can slot into any B2B sales motion.

Proposal to decision begins long before a PDF lands in their inbox. Book a live session to walk through the document line by line. Screenshare prevents misinterpretation and lets you anchor price to outcomes while the numbers are fresh.

Structure the proposal around three pillars: problem recap in their own words, measurable objectives, and a phased plan that shows early wins. Keep cost tied to those phases. When value and investment sit on the same slide, discount requests drop sharply.

End the call by agreeing the exact decision path. Ask, “Who else needs to approve this?” and “What does signed-off actually look like inside your company?” Note every step in the CRM with owner and date so the whole team can inspect progress.

Bridge: a clear path is worthless unless the deal keeps moving, so next we add urgency without pressure.

Urgency without pressure is a balance. Deadlines motivate, but artificial scarcity kills trust. Tie timing to tangible business events such as budget resets, product launches, or compliance cut-offs. “Start by 1 July to hit your Q3 pipeline target” feels real; “Offer expires tomorrow” does not.

Create micro-commitments that keep momentum. I schedule a technical scoping call within forty-eight hours of proposal delivery. The diary invite signals progress and surfaces unanswered worries early.

Use a mutual action plan stored in the CRM. Each task has a due date and an assignee on both sides. Automated reminders nudge gently while freeing you from chasing emails.

Bridge: once urgency is set, the next hurdle is translating a verbal “yes” into a legally binding signature.

Verbal “yes” to signed contract often stalls on procurement or legal. Send the draft agreement when you send the proposal, not after approval. Early visibility shortens review cycles and exposes deal-breakers before they explode the timeline.

Highlight only two variables in the contract: scope and commercial terms. Everything else uses standard language. I keep a one-page contract summary that maps clause numbers to plain English. Busy executives skim that first and feel in control.

Choose an e-signature platform that shows real-time status and allows sequential signing. Route internal signatures on your side before the client opens the document. When the buyer signs, the contract auto-countersigns and triggers a welcome email. Momentum stays unbroken.

Bridge: with ink on paper the sale is complete, yet the deal is fragile until delivery meets expectation. The final step is the handover.

Handover to delivery is where many pipelines leak back into churn. Hold a twenty-minute internal kick-off within twenty-four hours of signature. Walk through objectives, scope, key risks, and promised timeline. Record and store the video link next to the deal.

Next, run an external onboarding call with the client and the delivery lead. Share the project workspace live. Confirm dates, deliverables, and communication channels. This single meeting slashes email back-and-forth and shows the client a cohesive team.

Finally, update the pipeline stage to “Closed–Won” only after the onboarding call is booked. This keeps revenue forecasts honest and forces accountability for a seamless transition.

Bridge: you have now turned a shaky verbal commitment into a live project. Let us recap the process and set your first action.

Closing is a chain, not a moment. Walk the proposal live, anchor urgency to real events, front-load contract reviews, and hand over with military precision. Document each action in the CRM so every stakeholder sees the same reality.

Pick one open opportunity today. Add a mutual action plan with agreed dates and owners. You will feel the deal shift from hopeful to predictable. Repeat for the rest of your pipeline and watch forecast accuracy climb while close times fall.