One Linear Advisory™ Enterprise Discovery Script
Introduction & Rapport
"Hey [NAME] - what are you up to?" "Great. Can you hear me alright?"
Frame
"Now just so you know, everything we build is customized to your specific vertical and buying committee, so instead of going down a long laundry list of every tactic we use and being here for hours, what usually works better is to first help me get some context on your business, your sales process, and what you're trying to achieve. Then based on that, if it seems like we can help, I can walk you through how we'd specifically approach building your executive pipeline. Would that be helpful?"
Label & Problem Identification
"What would you say is your biggest challenge currently when it comes to consistently booking meetings with qualified decision-makers?" [Once they tell you the problem] "So it sounds like you're struggling with [PROBLEM]... is that right?" "Aside from that, is there any other challenge or roadblock preventing you from hitting your pipeline targets right now?"
Background Questions
"Can you tell me a little about your company and what you sell?" "What's your typical deal size?" "Who's your ideal buyer - what titles are you typically selling to?" "Walk me through your current customer acquisition process - how do opportunities typically come in right now?" "What percentage of your pipeline comes from outbound versus inbound?" "Who do you consider your main competitors in the market?" "What makes buyers choose you over them - what's your key differentiator?" "What does your sales cycle typically look like from first conversation to closed deal?" "What's your current annual contract value or average customer lifetime value?"
Current Efforts Assessment
"What's your current outbound strategy look like?" "Walk me through your current prospecting and meeting-booking efforts:" "Who handles outbound currently - internal SDRs, AEs doing it themselves, agency?" "How long have they been running this approach?" "What kind of results are you seeing?" "What's working well?" "What isn't working?" "How do you measure success with your current pipeline generation?" "What metrics are you tracking - meetings booked, qualified opportunities, pipeline created?" "What tools are you using?" "How are you tracking and attributing results?" "What's your current monthly investment in pipeline generation?" "If you have internal SDRs, what's that fully-loaded cost?" "If you're using agencies or contractors, what are you spending monthly?" "What kind of return are you seeing on that spend - meetings booked per dollar invested?" "Have you tried anything else to improve your meeting-booking rates or pipeline quality?" "What worked?" "What didn't work?" "Why do you think that was?"
Pain Questions
Probe "Gotcha. Can you tell me a little more about what you meant earlier when you told me [PROBLEM]? What makes you say that's the biggest challenge?" "And just so I can get the full picture, how is that impacting the business specifically?" "Has it possibly impacted the business in any other way - maybe sales team morale, or your ability to forecast accurately?" "Has it possibly impacted you personally - maybe pressure from the board or missing growth targets?" Chunk Down "Okay makes sense, I want to make sure I understand how your current pipeline generation is performing..." "Looking at your outbound efforts, how many meetings did you book last month with qualified decision-makers?" "And how about the month before?" "Okay, so about [X] meetings in the last two months..." "And of those meetings, how many turned into qualified opportunities?" "How many of those opportunities closed?" "So [X] meetings leading to [Y] opportunities and [Z] deals... what's your target for where those numbers should be?" "Just so I can get a frame of reference, is that where you want to be?"
Timeline "How long has pipeline generation been at this level?" "When did you first notice this becoming a bottleneck for growth?"
Widen Gap "[TIME PERIOD]... that's quite a while... has that created any significant challenges for the business?" "What revenue opportunities have you had to pass up because pipeline wasn't there?" "How has this affected your ability to hit your annual targets?"
Doubt "Can I ask you a straightforward question? You're obviously smart and running a successful business - what do you think has been keeping you from being able to solve this internally? What's in the way?" If unclear: "Typically what I've found is there are 2 or 3 reasons companies reach out:
- There's a 'knowledge gap' - their team knows their product cold but enterprise outbound is a specialized skill they've never built
- They could probably figure it out eventually, but they don't have 12-18 months to waste while testing approaches and burning through SDR hires
- They've tried building it internally or using agencies, but the quality isn't there - lots of meetings but not with actual decision-makers, or the pipeline doesn't convert Which of those resonates most with you?"
Solution History "How long have you been trying to improve your pipeline and dealflow?" "Have you worked with other agencies, consultants, or built internal SDR teams to solve this?" If yes: "What was that experience like?" If bad experience: "What was the difference between what was promised and what actually happened?" "Looking back, what do you wish you'd asked before starting?" "Did they get results for other clients but just not for you?" "Why do you think it didn't work in your case?" If good experience: "What worked well about that relationship?" "What could have made it even better?" "Why aren't you still working with them?" "Are you currently evaluating other potential partners for this?" "When you think about finding the right partner to help build your executive pipeline, what specifically do you need?" "Is there anything else you're looking for in a partner?"
Desire "If we can get your meeting-booking rate to [TARGET] qualified executive meetings per month, what does that enable for the business? Where are you trying to take this?" "When you say [GOAL], what specifically do you mean by that?" "Just so I can understand - what makes that the target?" "And if I could ask you a personal question, would achieving that have any impact beyond just the business - maybe board pressure, exit plans, market positioning?" "Is there a specific revenue target or valuation attached to that goal?" "What's your longer-term vision for the company - are you scaling to exit, building to hold, or something else?"
Why Now (Cost) If they've done nothing: "Can I ask you a more personal question? You mentioned this has been a challenge for [TIME] but you're reaching out now... What's making this a priority at this point? Is there a specific catalyst or deadline?" If they've tried multiple solutions: "After trying [PREVIOUS SOLUTIONS] - internal SDRs, agencies, whatever - what's driving you to keep pushing for a solution? What makes solving this so critical right now?" "Is there anything specific making this particularly urgent - maybe board pressure, competitive moves, market window closing?"
Support/Decision Process "How does the leadership structure work when it comes to sales and growth?" "Who handles what - who owns revenue, who owns operations, who controls budget?" "What does [TITLE - CFO/CEO/Board] think about investing to accelerate pipeline generation?" "Are they aware you're exploring solutions, or is this more exploratory on your part?" "Walk me through what your typical buying process looks like for something like this - who needs to see it, approve it, sign off?"
Discovery Wrap-Up "We've covered quite a bit of ground here..." "Is there anything we haven't discussed that you think I should know about your sales process, your market, or what you're trying to achieve?" "Based on what you've shared - particularly about [KEY CHALLENGES] - we can definitely help. In fact, we recently [INSERT RELEVANT CASE STUDY - e.g., 'helped a capital equipment manufacturer go from 2 executive meetings a month to 23 in 30 days, generating $60M in qualified pipeline']." "What I can do now, if it makes sense, is share my screen and walk through how we specifically approach building executive pipeline for companies in your space. Would that be helpful?"
Enterprise Pitch Script Screen Share Setup "Can you see my screen alright?"
Credibility (Stats Overview) "Okay so just high level about us - there are a lot of different agencies that focus on a lot of different things - lead generation, appointment setting, LinkedIn outreach, whatever. Those are fine for SMB. That's not us. We focus on one thing: Executive pipeline generation for capital-intensive and industrial B2B companies. Getting you in the room with actual decision-makers - CEOs, CFOs, VPs - not gatekeepers. We currently manage systematic outbound for companies doing anywhere from $10M to $300M in revenue, primarily in industrial manufacturing, specialty chemicals, infrastructure, and financial services. We've generated over $100M in qualified pipeline opportunities for our clients, with an average of 70% of our booked meetings being at the C-suite or VP level. Across our client base, we average 15-25 qualified executive meetings per client per month, with sales cycles compressing from the typical 6-9 months down to 3-6 months because you're talking to actual decision-makers from day one.
Sales Infrastructure Audit Full diagnostic of your customer acquisition economics — calculate true CAC including SDR turnover and pipeline leakage, identify positioning gaps creating commodity perception, map where qualified opportunities die in your funnel. We show you the math most companies haven't calculated, then refine your positioning to break through as the category specialist. The Pipeline Infrastructure Engine Referral volatility problem: $2M one quarter, $400K the next — unpredictable growth when you have quarterly KPIs Internal SDR inefficiency: stretched across list building, research, copywriting, tech stack management, booking, qualifying — not specialized in any of it Dedicated infrastructure separate from corporate domain: enterprise-grade authentication, LinkedIn brand protection, warm-up protocols with Gmail/Microsoft Specialists run it daily, built across capital-intensive verticals, relationships with email providers Result: Internal team focuses on closing C-suite deals, CAC drops 95%, scales without headcount Executive Access Through Vertical Intelligence Generic positioning gets ignored by sophisticated buyers — sounds like every other vendor Complete diagnostic first: true CAC including SDR turnover/pipeline leakage, positioning gaps creating commodity perception, math most companies haven't calculated Map decision architecture: economic buyer (CFO/CEO who signs), technical buyer, gatekeepers — top-down access strategies Vertical specialization in capital-intensive B2B (energy, manufacturing, infrastructure) with documented playbooks — not generic agency serving 50 industries AI-powered intent signals: funding rounds, leadership changes, regulatory filings, project announcements — company-specific and timing-specific outreach Result: 70% meetings with C-suite who can say yes, market recognizes you as category specialist, Fortune 500 breakthrough
Proof Points "Now let me show you some of what we've been able to do: On average, our clients see: 15-25 qualified executive meetings per month 70% of meetings at C-suite or VP level 3-5 qualified opportunities entering pipeline monthly Sales cycles compressing by 15-50% SDR replacement economics - $500K-1M saved on internal teams Let me show you a specific example: [Case Study 1] "This is a family office client in Calgary focused on infrastructure and waste management investments. When they came to us, they had deal flow but it was all coming from their network - unpredictable, inconsistent, and they couldn't control timing. What we did: Mapped their exact ICP: profitable companies in waste management, infrastructure, and industrial services doing $1-60M in revenue Built targeted lists across North America - 800 total contacts, all C-suite Ran systematic outbound over 30 days with multiple touches, testing different value props Results: In 30 days, we booked 23 meetings, generated $60M+ in qualified pipeline across 10 companies. Every meeting was with a CEO or CFO. Three of those deals are currently in diligence."
"And there are dozens more... but I like to show these not to brag, but to show that this systematic approach works across different verticals, different buyer profiles, and different sales processes. Whether you're selling $50K deals or $5M deals, the principles are the same: target the right people, speak to their specific problems, position yourself correctly, and book qualified meetings with decision-makers."
Process Overview "Okay, before I walk through how we work with clients - quick question: how involved would you want to be in a process like this? 1 being we handle everything and you just show up to the meetings we book, 10 being you want to review every email before it goes out and approve every strategic decision." [Based on their answer, tailor the explanation] "Here's how we typically work: Weeks 1-2: Discovery & Setup TAM mapping - we define exactly who we're going after, what titles, what company profiles, what verticals ICP refinement - we validate your ideal customer profile based on who actually converts, not who you think should convert Messaging strategy - we develop the core value propositions, pain points, and hooks we'll test Infrastructure setup - we set up the sending infrastructure, domains, inboxes, tracking Weeks 3-4: List Building & Campaign Launch We build your first targeted list We launch the first campaign with multiple messaging variants to test We start booking meetings within 7-10 days typically Ongoing: Optimization & Scale Weekly performance reviews - what's working, what's not, where we're seeing traction We iterate on messaging based on response data We expand into new segments and verticals as we prove out the model We provide full visibility into pipeline generated, meeting quality, and conversion metrics You're not locked into a 12-month contract wondering if it's working. We operate on 90-day engagements specifically so you can see results fast and make decisions based on data, not hope. Does that make sense? Any questions on how the process works?"
Confirmation "Great, well we went over a lot here... I guess I just want to make sure... does all of this - our approach, the way we work, the type of results we deliver - is that aligned with what you're looking for or are we way off?" [Wait for response] "Okay good. And just so I understand - what specifically makes you feel like this could work for you?" [Let them sell themselves]
Package Presentation "Okay great. Well based on what you told me about [THEIR GOAL] and [THEIR CHALLENGE], the package I think will help you achieve [TARGET] with the highest level of certainty is our [PACKAGE NAME]."
Initial Close "So help me understand... based on what I've shown you, does this seem like it could possibly be the right solution for you to [ACHIEVE GOAL]?" [When they say yes] "Okay, well good to hear it's the right solution. I guess, is there something specifically that makes you feel like it's the right solution, just so I can understand?" [Let them talk - the more they sell themselves, the stronger your position]
Price Presentation "Ok, makes sense. Just so you're aware, the investment for the [PACKAGE NAME] is [XX]." [PAUSE. DO NOT TALK. LET IT SIT.] [If positive response, proceed to next steps]
Next Steps (If Positive Response) "Alright well that's pretty much all I have for you today. The next steps would be me sending you an agreement, getting payment squared away, and we could have you fully onboarded and your first campaign live within [X] days. Would you be opposed to getting this started today?" [If yes → send agreement immediately]
Handling Common Responses If They Need to Think "That's not a problem. What's your timeframe on getting back to me in the next day or two so I can see if I would still be available to start when you're ready?" "Well, possibly, I'm not sure if I'd be randomly available like that, but what I could do if you have your calendar is I could pull up mine and we can book a time so that way you don't have to chase me down and vice versa, would that be appropriate?" [After booking time] "Okay great, now real quick before we go - what were you wanting to think through just so I can be prepared for the questions you might have when we talk [DAY]?" [This usually reveals the real objection - handle it now]
If They Need to Talk to Others (CFO/CEO/Board) "Oh okay, yeah I totally hear you, well I guess I just want to make sure I understand - if [PARTNER/CFO/CEO] was here and all for it, would this possibly be the answer for you? Why?" [Let them sell it] "Gotcha, does [PARTNER] know you're out looking for this or are you on like a secret mission?" [Smile - keep it light] "I guess how does [PARTNER] feel about you investing to accelerate pipeline so you can hit [GOAL]?" "Well what would you do if they told you they don't want you to invest in solving [PROBLEM] so you can achieve [GOAL]?" [This usually reveals who actually has decision power]
If Price is an Issue "When you say 'I can't afford it', how do you mean?" [Listen] "Oh okay, yeah I totally hear you. Well I guess I just want to make sure I understand - outside of the funding, does this feel like it could possibly be the solution for you or am I misunderstanding? Why?" [If yes, continue] "Okay, well I can understand that from what you told me money might be an issue... but let me ask you this: You mentioned earlier that you're currently spending [X] on your SDR team / agency, and getting [Y] meetings per month, most of which aren't even with decision-makers. So you're essentially spending [Z] per qualified meeting. With us, you'd be spending [PRICE] for guaranteed [NUMBER] executive-level meetings per month, which works out to [COST PER MEETING]. So you're actually paying less per meeting, and they're higher quality. Plus you're cutting your sales cycle in half because you're talking to actual buyers. The way I see it, the question isn't whether you can afford to do this - it's whether you can afford not to. Because every month you're not systematically building executive pipeline, you're leaving [REVENUE IMPACT] on the table. Does that make sense?" "How could you possibly resolve the funding? Is there a way you could possibly get the budget so you could [ACHIEVE GOAL]?"
If They Want to Talk to Other Agencies "Oh okay, yeah that's not a problem. Just so I can make sure I understand, is there something you're looking for with a different company that you don't seem to be getting with us?" [Listen - this reveals the real objection] "Oh okay, gotcha. Well let's suppose you meet with all these different agencies, go through all those meetings, and all of them meet your criteria including price. What would be the deciding factor in who you would choose to go with?" [This forces them to articulate what really matters - then you can address it]
Second Call Transition (Audit/Strategy Call)
"Well how about this - I know that sometimes it can be difficult to feel confident investing into a new partner without having a clear picture of what they would actually do for your specific company. It's great you see all the success we've had with other clients, but the better question is: what would we do for YOU specifically. What I can do is have our team do a full TAM analysis for your market - we'll map out exactly who we'd target, what segments, what messaging angles, and give you a complete 90-day plan showing projected meetings, pipeline, and ROI. And then that way, whether you go with us or not, at least you have a plan for what should be done regardless. Would that be helpful?" [If yes → schedule strategy call for 3-5 days out, request account access if needed]
Key Script Notes:
Use their language - Reference specific phrases they used in discovery Stay confident - You're not convincing them, you're helping them decide Create urgency through cost - Show what inaction costs, not just what action gains Pre-handle objections in discovery - The better your discovery, the easier the close Never apologize for price - Your pricing reflects your value; own it Control the conversation - Guide, don't follow Close with assumptive language - "Would you be opposed to starting today?" not "Do you want to start?"