Anna: Selling to an enterprise is like getting the extended family to agree on a restaurant.
Greg: Exactly, every department wants a say before signing a cheque.
Anna: So one enthusiastic contact isn't enough?
Greg: Not even close—you need consensus across the organisation.
Anna: What's the usual path a big company takes before buying?
Greg: They gather requirements, issue an RFP and shortlist vendors for demos.
Anna: Then comes a pilot or proof of concept before contract talks.
Greg: And at a bank, even tiny deals sit in security and legal reviews for months—classic ITIL change control.
Anna: Who sits on these committees anyway?
Greg: There's an economic buyer with budget, a technical buyer checking architecture, and a champion pushing the project.
Anna: Legal, compliance and even end users weigh in too.
Greg: Plus IT ops and procurement hunting for red flags—each has a different worry to address.
Anna: These deals seem to drag on forever.
Greg: Six to twelve months is normal once procurement insists on getting the lowest price for the longest time.
Anna: What keeps them moving forward?
Greg: Regular check-ins and a clear paper trail so momentum isn't lost.
Anna: How do you win over so many voices?
Greg: Map out influencers and tailor messages to their goals.
Anna: A hospital project means doctors, IT ops, finance and compliance all get different slides.
Greg: Right, when each person feels heard the group finally moves to yes.
Anna: So closing big deals is more diplomacy than pitching.
Greg: Totally. The win comes when every stakeholder believes the solution helps them.
Anna: Graduates might be the analyst keeping track of all those voices.
Greg: Stick with it—the marathon finish can reshape a vendor's entire year.