Chapter 10: Qualifying Buyers
Before creating proposals, you must ensure you're speaking with someone who can actually make purchasing decisions. Proper qualification saves time and increases close rates.
What You'll Learn
- Characteristics of qualified vs. unqualified buyers
- How to identify decision-makers
- Navigating technical co-founders
- When to walk away from unqualified prospects
Qualified vs. Unqualified Buyers
Signs of a Qualified Buyer
| Characteristic | Why It Matters |
|---|---|
| Has real purchasing power | Can actually sign contracts |
| Understands business metrics | Appreciates value-based pricing |
| Controls resource allocation | Can commit team time |
| Focuses on outcomes | Not just feature shopping |
| Discusses ROI naturally | Thinks in investments |
| Makes decisions without constant approval | Doesn't need 5 sign-offs |
| Understands long-term vision | Can see strategic value |
Signs of an Unqualified Buyer
| Warning Sign | Risk |
|---|---|
| Focuses primarily on costs | Will always negotiate down |
| Needs to "check with boss" for everything | Not the decision-maker |
| Concentrates on technical details only | Can't connect to business value |
| Doesn't understand success metrics | Can't justify the investment |
| Cannot discuss ROI meaningfully | No budget authority |
| Wants free work "to prove yourself" | Doesn't value your expertise |
The Klarna Lesson
"Initial conversations with PMs and data scientists focused on technical details, and when presented with a proposal, they disappeared—they weren't the decision-makers."
What happened: Months later, Klarna partnered with OpenAI at a much higher price point because the real decision-makers saw different value: - Potential savings of $100 million - Significant PR benefits - Strategic positioning
The lesson. Speaking with unqualified buyers wastes your time. The same company that ghosted on a small proposal happily paid 10x more when the right people were involved.
Identifying Decision-Makers
Questions to Ask Early
| Question | What You Learn |
|---|---|
| "Who else should be involved in these decisions?" | Whether you're talking to the right person |
| "How do decisions like this typically get made?" | The approval process |
| "Who controls the budget for initiatives like this?" | Where the money comes from |
| "What's your role in the evaluation process?" | Their actual authority |
Clues to Listen For
They're a decision-maker if they say: - "I'll make the final call" - "This comes from my budget" - "Let me check my calendar for kickoff" - "What's your contract process?"
They're NOT a decision-maker if they say: - "I need to run this by my manager" - "The team will evaluate options" - "I'm gathering information for leadership" - "I'll present your proposal to the committee"
Navigating Technical Co-Founders
Technical co-founders can be challenging: they often focus exclusively on technical details rather than business outcomes.
The Problem
- They want to discuss architecture, not ROI
- They evaluate based on technical elegance, not business impact
- They may have budget authority but don't think in those terms
The Solution
Speak with the CEO first, then get reintroduced to the technical team with business context already established.
The Script
"I'd love to understand the business context better before we dive into technical details. Would it make sense to include [CEO/COO] in our next conversation? That way I can ensure my recommendations align with the company's strategic priorities."
The Cost of Misqualification
| Scenario | Cost |
|---|---|
| Speaking with non-decision-maker | Wasted discovery call (1-2 hours) |
| Writing proposal for wrong person | Wasted proposal time (2-4 hours) |
| Underestimating qualified buyer | Left money on table |
| Multiple meetings with gatekeepers | Days or weeks of delays |
| Ghosted after proposal | Full sales cycle wasted |
Better approach. Qualify aggressively early to invest time in the right opportunities.
Using Service Request Forms
On your intake form, ask qualifying questions directly:
Essential Questions
- What is at stake? (Reveals urgency and value)
- What is your timeline? (Indicates commitment)
- Can you measure ROI? (Shows sophistication)
- What is your role at the company? (Identifies decision-maker)
Optional Qualifying Questions
- "What's your budget range for this initiative?"
- "Have you worked with consultants before?"
- "How did you find me?" (Referrals convert better)
- "What have you tried that didn't work?"
When to Walk Away
Red Flags for Qualification
| Red Flag | What It Means |
|---|---|
| Can't articulate the problem | Not ready to buy |
| No timeline or urgency | "Nice to have" not priority |
| Budget conversation is avoided | No authority or commitment |
| Multiple stakeholders, no champion | Death by committee |
| Wants extensive free work | Doesn't value expertise |
| Disrespectful of your time | Will be difficult client |
The Graceful Exit
"Based on what we've discussed, I'm not sure I'm the right fit for this project right now. [Here's an alternative suggestion]. If your situation changes, please reach out."
This preserves the relationship while protecting your time.
Qualifying Across Buying Stages
Different stages require different qualification:
Early Stage (Awareness)
- Are they in your target market?
- Do they have problems you solve?
- Are they engaging with your content?
Mid Stage (Consideration)
- Do they have budget authority?
- Is there a real timeline?
- Can they articulate what's at stake?
Late Stage (Decision)
- Who makes the final call?
- What's the approval process?
- What would stop this from happening?
Qualification for Early-Career Consultants
When you're starting out, speaking with non-decision makers can still be valuable:
Benefits
- Generate content ideas from their questions
- Understand pain points at different levels
- Build relationships that may lead to introductions
- Practice your pitch and discovery process
The Transition
As you get busier, shift focus to decision-makers only:
| Career Stage | Qualification Strictness |
|---|---|
| Starting out | Talk to many, qualify loosely |
| Building momentum | Begin filtering more aggressively |
| Established | Strict qualification, high minimums |
| Very busy | Application process, high friction |
Action Items
-
Create qualification criteria. Define your must-have characteristics for qualified buyers.
-
Add intake questions. Update your booking form with qualifying questions (stakes, timeline, role, budget).
-
Practice the CEO redirect. Write your script for suggesting a CEO conversation when stuck with technical buyers.
-
Define your red flags. List the warning signs that mean you should walk away.
-
Track qualification accuracy. Note which qualified prospects became clients. Refine your criteria.
Key Takeaways
- Qualified buyers focus on outcomes and ROI; unqualified buyers focus on costs and features
- Ask early: "Who else should be involved in these decisions?"
- Technical co-founders often need business context—speak with CEO first
- Use intake forms to pre-qualify before investing time
- The cost of misqualification is significant—hours or days wasted
- Early in career, loose qualification is fine; tighten as you get busier
- Know when to walk away gracefully—some prospects will never convert