🔑 multithreading wins

Get internal stimulus before exec meetings

Rory Sadler breaks down why selling to end users “below the line” can be the difference between stalled deals and fast-moving ones, getting you inside prospects door:

Know the difference between:

Above the Line (ATL) 

• In-charge of making primary decisions

• Focuses on the big picture: cost, risk, ROI

• Talk about strategy, long-term business values

Below the Line (BTL) 

• End users group and frontline teams

• Care about: features, speed, ease of use

• Deal in real-world problems, not theories

⇢ ATL signs the deal, BTL drives urgency to buy

Why BTL actually matters more:

✔ They know exactly where the pain is located

✔ They push internally when they want your product

✔ They say what needs fixing in your presentations

✔ They unlock momentum by pushing for what they need

If you wait until the exec meeting to discover objections, it’s already too late.

How to make BTL selling work

1. Start by really listening

⇒ Don’t jump towards pitch immediately.

⇒ Ask what’s frustrating or slow down their work.

2. Speak their language

⇒ Ditch technical jargon, and profound words.

⇒ Explain how you solve their specific pain.

3. Equip by advocating

⇒ Provide easy-to-share slides, docs, or talking points.

⇒ Assist them first-handedly when selling you internally.

4. Showcase current POV

⇒ Build stakeholder maps including their voice and priorities.

⇒ Moreover, use their information for your incoming ATL meeting.

BTL selling isn’t a detour—it’s how deals get pushed forward from the inside.

Decision-makers approve the purchase, but end users validate the need.

Earn trust early, and you gain leverage top-down outreach can’t build on its own.

Know everything about your contact deals

Donald Kelly discusses a simple multi-threading framework that actually drives deals forward—not just gathering contacts, but knowing exactly how people help you win:

Know things about your contacts:

1. Their current titles

✔ Understand what primary role they actually do

✔ Don’t assume power from titles—confirm first

✔ Ask internally or look beyond LinkedIn to clarify

Not every “head of X” you see instantly has authority.

Dig into their real-world standing, not just their job label.

2. Their responsibilities

What do they always focus on every day?

What outcomes are they measured against?

➤ Use tools like ChatGPT to gather common responsibilities by title

➤ Look at function job postings to see how companies describe roles

➤ Align your current messaging to what really matters in their scope

Knowing what someone owns tells you what kind of value you need to demonstrate.

3. Their deal influence

⇢ Do they recommend solutions, control budget, approve vendors?

⇢ Are they positioned as a blocker, champion, or passive observer?

Tailor your engagement to their role in the buying process—not just the org chart.

4. How they assist companies

This one unlocks relevance.

❖ What KPIs and other performance metrics drive their work?

❖ How do they contribute to revenue, growth, or efficiency?

When you connect solution to their business impact, you create urgency and buy-in.

Create a personalized message for each thread—not just for the company.

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How executive sponsorship changes the game

Ian Koniak provides his Yo-Yo selling method landing him 7 to 8 figure deals switching between executives and stakeholders to align business cases with strategic goals:

1. Develop strategic PoV

Executives don’t care about your product—they care about their goals.

 ✔ Start with research: earnings calls, press releases, annual reports

 ✔ Look for various xecutive priorities and company-wide goals

 ✔ Build a POV connecting strategies on changes you can drive

 ✔ Reach out primarily with that POV before asking for a meeting

Example Scenario:

“At Salesforce, Smith’s team was initially rejected when they pitched a point solution to Berkshire Hathaway HomeServices. But after reviewing the COO’s interviews and earnings calls, he reframed the conversation around a full-scale customer experience transformation and re-engaged with a strategic message.”

2. Begin at the very top

Don’t earn your way up.

Start climbing high first.

➤ Meet directly with various senior executives

➤ Present POV as your strategic vision—not a pitch

➤ Use executive-level discovery questions:

 • “What are your top 3 priorities this year?”

 • “What’s blocking your execution today?”

 • “What does success look like if this gets fixed?”

If your POV resonates, get their buy-in to sponsor deeper discovery with other teams.

Set their expectation early on that you'll return presenting them with your findings.

3. Drop to business users

This is where most reps start:

✘ Don’t immediately pitch your stand here

↳ Just listen and observe friction in your tools, processes, and workflows

↳ Take detailed notes—especially on anything puting exec priorities at risk

Example Scenario:

“Smith met with marketing, IT, and sales leaders after the COO meeting. He uncovered that in-house IT was stretched thin and delaying key projects. The discovery showed why a point solution wouldn't work and gave leverage for a larger platform pitch.”

4. Get up with business case

Now connect the dots between exec vision and frontline struggles.

❖ Return to the senior exec with an aligned transformation plan

❖ Summarize discovery findings to show internal misalignment

❖ Tie current solution with your priorities and executive language

❖ Make the primary case for change inevitable—not just optional

Example Scenario:

“In the Berkshire Hathaway deal, this turned into an 8-figure platform investment that unified CRM, marketing, reporting, and enabled no-code app creation by the sales team—reducing reliance on IT and empowering frontline execution.”

You’re not pitching a tool—you’re mapping a transformation path they can’t ignore.

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