Writing Proposals That Win

Here’s the proposal template that helped me close over $100 million in enterprise sales: It’s also helped my clients close more than 50% of their deals when they use it. And until now, I’ve never shared it publicly. Most sellers are great at pitching features. But the ones who consistently win big deals? They know how to tell a great story. The truth is, executives don’t buy products - they buy confidence. They buy vision. They buy a story they want to be part of. If you want to sell like a top 1% seller, you need a proposal that doesn’t just inform… it moves people. Here’s how I do it 👇 The Story Mountain Framework for Sales Proposals: 1. Exposition – Introduce the characters and setting. Start with them: → “You’re trying to expand into new markets… to grow revenue… to unify your tech stack…” Set the vision. Make them the hero. 2. Rising Action – Lay out the challenges and obstacles. → “But growth stalled. Competitors moved faster. Customer churn increased.” Quote discovery calls. Surface real pain. Build emotional tension. 3. Climax – Introduce your solution. → “Then you found a better way…” Now show how your solution helps them overcome the exact obstacles you outlined. 4. Falling Action – Ease the tension. → “Here’s our implementation plan. Here’s the ROI. Here’s how others in your industry succeeded.” Give them confidence that this won’t just work—it will work for them. 5. Resolution – End with clarity. → “Here’s our mutual action plan. Let’s get started.” Lock in buy-in, next steps, and forward momentum. This structure has helped me close some of the biggest deals of my career—including an $8-figure enterprise deal at Salesforce where I used this exact approach. I broke it all down in this week’s training—and for the first time ever, I show you the actual proposal I used AND tell you how to access my Killer Proposal Template for free. 👀 Watch the full training here: https://lnkd.in/gPY_cvv5 No more boring product pitches. No more ghosting after the readout. Just proposals that close.

Tactic 2 for influencing stakeholders from Jules Walter: Frame your message from their POV (not yours) It’s more effective to speak their language and demonstrate how your proposal will help them reach their goals, not yours. Stakeholders are focused on their own problems and are more receptive to proposals that address what’s already top of mind for them. A few years ago, when I was leading Monetization at Slack, we began to encounter diminishing returns in our product iterations, and we needed to take a bigger swing to re-ignite revenue growth. To do that, I spearheaded a controversial project to experiment with a new approach to free-to-paid conversion. The CEO, Stewart Butterfield, had strong reservations about the project. I knew from his previous statements that he didn’t want the company to be thinking about ways to extract value from users, but rather ways to create value for them. We had scheduled a review with the CEO and a few of his VPs to discuss the proposal. Since he was intensely user-driven, I framed the entire proposal around the benefits it would have for users (the CEO’s POV) rather than emphasizing the revenue impact of the project (our team’s goal). I started the meeting by anchoring the proposal on user-centric insights that we shared in a deck: - “About 10% of purchases of Slack’s paid version happen from users in their first day on Slack.” - “Paid users find more value and retain better. Yet we make it hard for people to discover that Slack has a paid version that’s more helpful.” - “How do we help new teams experience the full version of Slack from the start?” Once we framed the issue with this user-centric lens, the CEO was more open to our proposal and let us try a couple of experiments in this new direction. This user-centric framing also got the cross-functional team more excited and set an aspirational North Star with clear guardrails, which then enabled various teammates to contribute productively to the project. After we tested two iterations of our monetization experiment, we landed on a version that resulted in a significant increase in revenue for Slack (a 20% increase in teams paying for Slack) and we used what we learned to shift Slack’s monetization strategy into a new, more successful direction. Full set of tactics here: https://lnkd.in/gezP2EDw

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

I pitched a LOT of internal data infrastructure projects during my time leading data teams, and I was (almost) never turned down. Here is my playbook for getting executive buy-in for complex technology initiatives: 1. Research top-level initiatives: Find something an executive cares about that is impacted by the project you have in mind. Example: We need to increase sales by 20% from Q2-Q4 2. Identify the problem to be overcome: What are the roadblocks that can be torn down through better infrastructure? Example: We do not respond fast enough to shifting customer demand, causing us to miss out on significant selling opportunities. 3. Find examples of the problem: Show leadership this is not theoretical. Provide use cases where the problem has manifested, how it impacted teams, and quotes from ICs on how the solution would have greatly improved business outcomes. Example: In Q1 of 2023 multiple stores ran out of stock for Jebb Baker’s BBQ sauce. We knew the demand for the sauce spiked at the beginning of the week, and upon retroactive review could have backfilled enough of the sauce. We lost an expected $3M in opportunities. (The more of these you can provide the better) 4. Explain the problem: Demonstrate how a failure of infrastructure and data caused the issue. Clearly illustrate how existing gaps led to the use case in question. Example: We currently process n terabytes of data per day in batches from 50 different data sources. At these volumes, it is challenging to manually identify ‘needle in the haystack’ opportunities, such as one product line running low on inventory. 5. Illustrate a better world: What could the future world look like? How would this new world have prevented the problem? Example: In the ideal world, the data science team is alerted in real-time when inventory is unexpectedly low. This would allow them to rapidly scope the problem and respond to change. 6. Create requirements: Define what would need to be true both technologically and workflow-wise to solve the problem. Validate with other engineers that your solution is feasible. 7. Frame broadly and write the proposal: Condense steps 1-5 into a summarized 2-page document. While it is essential to focus on a few use cases, be sure not to downplay the magnitude of the impact when rolled out more broadly. 8. Get sign-off: Socialize your ideal world with potential evangelists (ideally the negatively impacted parties). Refine, refine, refine until everyone is satisfied and the outcomes are realistic and achievable in the desired period. 9. Build a roadmap: Lay out the timeline of your project, from initial required discovery sessions to a POC/MVP, to an initial use case, to a broader rollout. Ensure you add the target resourcing! 10. Present to leadership alongside stakeholders: Make sure your biggest supporters are in the room with you. Be a team player, not a hero. Good luck! #dataengineering

Is "good enough" really your competition? Or are you better than that? In a crowded market, it's easy to compete against products or solutions that are just "good enough." But what happens when your offering is truly superior? How do you ensure it's seen as a class above the rest? 👉 Here's how you can reposition yourself and highlight your unique value ↴ Elevate Your Story ↴ → Craft a narrative that emphasizes your journey, innovation, and commitment to excellence. → Highlight your passion for solving customer pain points more effectively than anyone else. Showcase Tangible Benefits ↴ → Use case studies and testimonials to demonstrate real-world successes. → Provide clear, quantifiable benefits that set you apart from the "good enough" alternatives. Leverage Thought Leadership ↴ → Share your expertise through blogs, webinars, and speaking engagements. → Position yourself as a trusted advisor and industry leader. Create a Premium Experience ↴ → Offer exceptional customer service that goes beyond expectations. → Focus on creating a seamless and delightful user experience. Communicate Your Unique Value Proposition ↴ → Clearly articulate what makes you different and better. → Use compelling messaging that resonates with your target audience's needs and desires. 👉 Remember, it's not just about being better;  it's about being perceived as irreplaceable. ✅ 🏆 When you position yourself as a differentiated solution, you don't just compete – you lead. 

Every single sales team I have ever evaluated has their lowest score on the closing competency.    This really boils down to really crappy proposal meetings and sales pitches.    First we should never be doing a discovery meeting and a proposal meeting at the same time.     If a sales person does split their discovery and proposal meeting, they usually show up with a boiler plate deck completely focused on why the company is so great.    They present every single capability that the prospect doesn't care about, so somewhere within the first 5 minutes the deal is lost.    Here are five things I teach my clients to do when presenting a proposal:    1) Customized each proposal to the client.     2) Start with an objectives slide.     This should be the 3-5 problems you extracted from the discovery call.    After presenting this slide, ask the client if you captured their needs.    It's pretty amazing to see how prospects lean in immediately because you have summarized their challenges so well.    This is a sign you have them hooked.    3) Connect each problem the client has with one of your solutions.    You could sell a 250K piece of equipment that has 100 different "cool" things    The only cool things that matter are the ones that solve the prospects problems.    Only share a maximum of five solutions.    4) Add in a maximum of two slide about your company.    This should be your company's unique value proposition    5) Drop in a testimonial or two that is relevant to that prospect    Always have a strong testimonial on the slide right before you share the pricing    The key to deliver flawless pitches and improving your close rate is about stepping into the prospects world.    I can guarantee you if you follow only one of these steps you with see your close rate increase by a few percent.    If you follow them all you can easily double your close rate    You will realize the problem with your proposal meeting is you don't actually have the information you need to properly present your solution to your client.    And you need to go back and do real discovery meeting to extract the prospects challenges.    Closing starts at the beginning of your sales process, not the end.     #wesleynewisdom 

The biggest lie in sales is that every proposal needs to be completely custom Sales leaders are burning out their teams with this myth. I've analyzed hundreds of losing proposals, and sellers who try to customize everything end up customizing nothing well. Here's what actually works ⬇️ The best proposals aren't built from scratch, they're assembled from proven components. Think about it like LEGO blocks. You have a finite set of pieces (your solution capabilities), but you can build infinite combinations based on what the customer actually needs. Most sellers think customization means writing new content for every deal. Wrong. Real customization means strategic omission. When you focus only on the 2-3 challenges your prospect actually cares about, you create laser-focused proposals that feel tailor-made. Meanwhile, your competitors are drowning prospects in 47-slide decks covering every possible use case. The psychology is SO simple … when everything seems important, nothing feels important. Smart sellers build modular proposal systems: 👉 Component A: How we solve workflow automation 👉 Component B: How we solve data accuracy 👉 Component C: How we solve reporting delays For each deal, they select only the relevant components. That way proposals feel completely custom while taking 70% less time to create. Your buyers don't want to see everything you can do. They want to see exactly how you solve their specific priorities. I dive deeper into this modular approach and share my complete 5-step proposal framework in the latest Innovative Seller episode. Tune in to learn how to scale proposal creation without sacrificing impact.

"Why Buy the Cow When You Can Get the Milk for Free?" is a horrible mindset... when it comes to building your business Too many worry that sharing too much insight upfront will eliminate clients’ need to hire them. But, in reality, holding back does more harm than good. Here’s why giving value freely brings clients to you. Building Trust, Not Dependence Clients pay for more than knowledge; they want unique insights and tailored guidance. Sharing valuable information builds trust, not dependence. By freely offering actionable insights, you establish yourself as a knowledgeable and generous expert—qualities clients remember. Action Step: Share part of your process, like a checklist or framework that solves a specific problem. This builds initial trust and allows you to filter in for your ideal client. 1) Information Isn’t Implementation Clients don’t just want information—they want your expertise in applying it to their unique challenges. They seek transformation. Offering valuable information lets clients experience your approach while highlighting their missing personalized support. -> Action Step: Host a webinar on a common issue, then share case studies that showcase your hands-on impact. 2) Free Value Creates Bridges to Paid Services When clients experience your expertise they are more likely to seek your deeper guidance. Giving valuable insights for free builds familiarity with your methods, making the transition to paid services natural. -> Action Step: End each piece of content with a call to action—invite clients to connect or share a success story. 3) “Free” Expands Your Reach and Credibility Freely sharing expertise increases your visibility. As your content circulates, it introduces you to new clients. This isn’t lost revenue—it’s marketing. -> Action Step: Encourage sharing in your posts to boost reach and credibility. 4) The More You Give, the Stronger Your Brand “Why buy the cow” suggests that giving devalues your work. The opposite is true in consulting: the more you share, the more clients see you as a go-to expert. People remember the problem-solvers. -> Action Step: Consistently publish content that answers questions and offers solutions. In Consulting, Giving is Selling By freely offering value, you aren’t “giving away the milk”—you’re showing potential clients why you’re the right partner. Clients aren’t buying your information; they’re investing in your ability to deliver tailored solutions and guide them through challenges. Generosity is your best brand-building tool.

I looked at over 100 proposals worth over $500K as a B2B buyer. I only remember a few. Here are 4 ways you can set yourself apart (and why most proposals never get looked at): 1. Built for the buying committee - not just the champion Most proposals assume one person makes the decision. That’s rarely true. The best ones were written with execs in mind. Mobile-friendly, easy to skim, and structured like a story, not a spec sheet. The kind of doc I could forward without rewriting a single thing. (like Qwilr!) 2. Helped me sell internally The proposals that stood out made me look good. They included visual slides I could screenshot into a board deck. Framed the problem. Showed the cost of inaction. Made the ROI feel obvious. They gave me language to use with my CFO, not just the vendor’s pitch. 3. AEs tracked engagement and followed up with a purpose Great sellers didn’t “check in.” They followed up based on what I actually did. They knew when I viewed the proposal, which sections got read, and what was skipped. Every email felt relevant—because it was. They weren’t guessing what mattered. They had data. 4. AEs pre-empted objections I hadn’t even voiced yet Before legal asked for terms, I had a friendly breakdown of the key clauses. Before procurement jumped in, I had a clear explanation of how pricing scaled. It felt like the AE knew my internal process better than I did - and helped me get ahead of it. TAKEAWAY: Most proposals are written to present. The best proposals are built to sell. Qwilr turns your proposal into a selling tool—one that’s interactive, trackable, mobile-ready, and designed for the whole buying committee. It helps your champion make the case. And it helps you win deals - even when you’re not in the room. If you want to stand out, build proposals that do more than inform. Build proposals that close.

Scope creep—it starts with a “quick favor” and suddenly, you’re writing a whole new strategic plan for free. 😵💫 When Julia Devine and I first started consulting for nonprofits, we wanted to be helpful. We’d say yes to little extras, thinking it would build goodwill with clients. Instead, we ended up overwhelmed, underpaid, and frustrated. Sound familiar? Here’s how we learned to lovingly keep projects in scope: ❤️ Set Clear Expectations Upfront: Before the contract is signed, be specific about what’s included (and what’s NOT). A vague “fundraising support” clause? Recipe for disaster. Instead, define deliverables like “a 3-page major gifts strategy” or “two grant proposals.” ❤️ Use a Strong Contract: Your contract should be your best friend. Outline the scope in detail and include a clause about additional work requiring a change order or separate agreement. Protect your time and your income. ❤️ Say "Yes, And That Costs Extra": When a client asks for something outside the original scope, try this: ✔️ “I’d love to help with that! Let’s talk about a scope expansion and pricing.” ✔️ “That’s a great idea! I can add it for an additional $X.” ✔️ “I can prioritize that instead of [original task]—which would you prefer?” ❤️ Regular Check-Ins: During the project, revisit the scope with your client. A simple “We’re on track with XYZ—would you like to add anything as a paid extension?” can keep expectations in check. ❤️ Resist the Urge to Overdeliver: I get it—you want to wow your clients. But overdelivering doesn’t mean undervaluing yourself. Deliver what you promised, do it well, and charge fairly for anything extra. Have you experienced scope creep as a consultant? How do you handle it?