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At Succession, we often talk about there being multiple stakeholders and decision makers in any deal, and how you need to make sure you are multi-threading. RIght!

Well, let's look at how we do that with the non-scientific stakeholders that will likely have as much say, if not more than the scientists, whether your PO gets cut or binned off.

So, let’s be honest: most deals in biotech don’t die because your science wasn’t good enough. They die because your champion in the lab suddenly has to convince someone in finance, procurement, or the C-suite, and the whole thing grinds to a halt.

If you’ve ever watched a technical win evaporate into a black hole of budget meetings and compliance checklists, you’re not alone.

So, how do you keep your deal alive when the conversation moves from pipettes to purchase orders?

Why the Lab Isn’t the Finish Line
You’ve dazzled the scientists. They love your tech. You’re already picturing the commission. You already mentally spent it on an overpriced Wi-Fi-enabled travel coffee cup…or is that just me?

Then, plot twist, the deal shifts to someone who thinks “ELISA” is a new HR system.

Welcome to the real sales process. 

Finance wants to know why this shiny new platform is worth more than last year’s Christmas party. 
Procurement is checking if your company exists outside of LinkedIn. 
The C-suite is wondering if this will finally stop Janet from emailing them about bottlenecks.
Legal is waiting with a big red pen to ruin your quarter 

Bridging the Gap Without Losing Your Mind
Here’s how to keep the momentum (and your sanity):

• 1. Speak Human, Not Just Science

  You know your platform reduces assay turnaround by 30 percent. They want to know if that means fewer late nights and less overtime. Translate your technical win into business value, think “here’s how this helps your bottom line” instead of “here’s how this helps your buffer.”

• 2. Quantify the Boring Stuff

  Nobody ever got a deal approved by saying, “Trust me, it’s cool.” Bring numbers. Show how your solution reduces spend, saves time, or dodges compliance headaches. “We’ve seen teams cut reagent costs by fifty grand a year” is much more interesting to a CFO than “innovative workflow.”

• 3. Prepare for Objections Like You’re Prepping for a Reviewer,
  Don’t wait for procurement to pop up at the last minute with a list of demands longer than a sequencing read. Bring them in early. Share ROI calculators, simple one-pagers, or case studies that speak their language. The earlier you address their concerns, the less likely your deal is to flatline at the finish.

You’ve made it this far, don’t let your deal get lost in translation. Here are three things to add to your next deal discussion so you don’t stall out after the science:

1. Business Impact Statement
 Always connect your technical value to a business outcome. 
 Example: “This reduces turnaround time, which means your team can process 20 percent more samples per quarter, without new hires.”

2. Stakeholder Map
Ask your champion who else needs to sign off on this and offer to join those calls. The sooner you meet the real decision makers and stakeholders, the less likely you’ll be blindsided.

3. Procurement Playbook
Bring a simple checklist or FAQ for procurement and finance. Show them you know the drill and can help them, make their job easier, and you reduce the friction in the deal.

Activity

This week-

• Pick your most critical/important deal that is in the late-stage pipeline

• Review it for stakeholder mapping, see who you know and who you don't

• Get intros to the key people on the stakeholder map

• Aim to get a meeting with each. If you cannot, then send a video introducing yourself and the deal, and let them know you are available to help.

If you want templates or need to vent about a deal stuck in procurement purgatory, reply to this email or book a call. 

Let’s make sure your successive technical wins don’t turn into commercial losses.

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Being an introvert is great for sales with Adam Pead

1. Lead Generation: We’ll build target lists, write scientifically relevant messaging, and send messages on your behalf to book qualified sales meetings with biotech and pharma companies.

2. Training for Reps: A skill development platform for life science sales reps who want to improve their sales skills, exceed their quota, and take the next step in their career.

3. Training for Teams: If you want to upskill your team around prospecting, driving to close, key account management, AI, or any other topic, we can put together a training plan specific to your organization’s needs.

4. Strategy Call: Need more than training? Want help implementing and executing your sales strategy? In a 30-minute call, we will assess your company’s current situation and identify growth opportunities.