A half day for enterprise revenue leaders

Your biggest deals get decided in three rooms. You’re in none of them.

Three hours. Three people who have been in those rooms — one as the seller, one as the buyer who decided which deals moved forward, and one who had to keep the customer long after the ink dried.

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The problem

You can do everything right and still lose.

Strong product. A champion who genuinely wants you to win. A business case you were proud to hand over.

And the deal stalls. Or it shrinks. Or it slides two quarters you cannot afford.

Here is what actually happened. Somewhere between the demo and the signature, your deal moved into a room you were not invited to. It happened three times. You only ever saw the outcome.

The numbers bear it out. 86% of B2B purchases stall somewhere in the buying process (Forrester). Between 40 and 60% of qualified pipeline ends not in a loss you can learn from, but in no decision at all (The JOLT Effect). You don’t get the business, and you cannot even say why.

Most teams prepare hard for the first room, walk into the second one hoping, and find out about the third when the renewal number comes in.

What you leave with

New ideas to improve revenue performance.

Working frameworks across the whole revenue motion, not one slice of it. How you acquire customers, how you get contracts approved, and how you grow the accounts you win. Most programs take one of those three. The gaps between them are where the revenue actually goes.

And the other half of the value is sitting next to you.

Every seat belongs to someone running a revenue organization at your scale, working the same problems on different accounts. The cross-fertilizing is not a side effect of the format. It is half the reason we cap the room.

The three edges

Three rooms, three hours, three people who have sat in them.

Each hour takes one room. Together they are the Enterprise Edge.

Bruce will get your customers to say yes. Dean will make sure the damn deal closes. Sandy will help you grow the account.

Customer acquisition

The Value Edge

Get the business to believe you

Your champion is sold. Nobody else in the buying group has met you. What reaches them is whatever your champion can repeat, and whatever your champion can defend. Bruce works the three disciplines that decide what that is.

Find Value — uncover what buyers actually care about and why it matters now, in alignment with your market position and your differentiated value.
Communicate Value — turn your solution into a value narrative that sizzles for the people who have to say yes.
Quantify Value — make a CFO-ready business case, not vendor-centric black box math.

Plus a look at Value Buying from the buyer’s side: return on the solution (ROI), return on the buying experience itself (ROE), and return on the future they are signing up for when they invest with you today (ROF).

Bruce Scheer The room where they decide whether they believe you

Contracting and approval

The Approval Edge

Get the organization to approve you

Procurement, Finance and Legal were not in the meetings where you built the case. They arrive at the end, and they arrive sceptical. Dean spent two decades on their side of that table, and he shows you what they are actually looking for.

What enterprise Procurement teams really evaluate, and where deals become vulnerable.
How to answer price pressure by widening the value conversation instead of discounting on reflex.
How to equip your champion to make the value and risk case through Procurement, Finance and Legal when you are not in the room.

The goal is not to beat Procurement. It is to become easy to approve. Every attendee leaves with Dean’s Procurement-readiness checklist.

Dean Edwards The room where they decide whether you are safe to approve

Growth and expansion

The Growth Edge

Get the customer to stay and grow

Winning the deal is the beginning. A year later there is a review you are not invited to, and the outcome is either expansion or a quiet search for your replacement. Sandy works on what decides which.

What it takes to protect the revenue you already have, before it is at risk rather than after.
Where genuine expansion comes from — customer outcomes and relationships, not a renewal calendar.
How to make retention a result instead of a recovery effort.

Sandy Yu The room where they decide whether to renew, expand, or start looking

The outcome

What it looks like when all three rooms go your way

Your champion tells the room the same story you would have told it, in their own words, without you there to correct anything.

Procurement opens the file and finds a case already built the way they would have built it. The price challenge still comes. It lands on a wider conversation about value instead of on your margin.

And a year later, the review your customer runs without you is about where to expand next, not about whether to renew.

That is one deal that moved through all three rooms without you in any of them. It is also the only kind of deal that scales.

The half day

Three hours. No slideware marathon.

Candid conversation, working frameworks, and a room of senior leaders comparing notes on deals that are not moving.

DoorsCoffee, refreshments and introductions.Come early. The best conversations start before the first slide.
Hour 1The Value Edge, with Bruce ScheerFind Value, Communicate Value, Quantify Value.
Hour 2The Approval Edge, with Dean EdwardsWhat Procurement, Finance and Legal actually evaluate.
Hour 3The Growth Edge, with Sandy YuProtecting the revenue you have and growing what comes next.
AfterDebrief and networkingBring the deals that are stuck. That is the conversation.

Attendance is deliberately limited, so the room stays small enough for people to speak candidly about deals they would not discuss on a webinar.

Who should be in the room

Revenue and success leaders running 50 sellers or more.

CROs, VPs of Sales, VPs of Customer Success, and the enablement leaders who own how a large team sells. That headcount is the filter, and we would rather say so than waste your morning.

It is where our heritage is. Dean and Sandy spent their careers inside large enterprises — one deciding which suppliers got approved, one keeping and growing the accounts after they were. At that scale the three rooms are not three conversations. They are three systems, and systems are what stall.

Bring the deals that are not moving, the accounts you are trying to grow, and the questions that do not have easy answers.

Earlier stage, selling into enterprise? The Value Edge hour stands on its own. Bruce runs Find Value, Communicate Value and Quantify Value with smaller teams at inspireyourbuyers.com.

2027 cities

Where we’re running it

Dates are being set now. Reserve a seat on Luma and you will hear the moment your city opens.

Los Angeles Dates soon

San Francisco Dates soon

Dallas Dates soon

Austin Dates soon

Singapore Dates soon

Reserve a Seat Bring it to your team

Three rooms. You’re in none of them.

You cannot follow your deal in there. You can only decide what it arrives with, and who is ready to make the case once it does.

Which of the three rooms is costing you the most right now?

Find out in four minutes Or just reserve a seat