Rebuilding the same context before every meeting
Walking in knowing the one thing that matters today
Roles
Everyone owns a decision. The decisions connect.
A Seller, a Manager and a CRO each run a loop, and each hands the next one something specific. RevOps, the buyer and Enablement work on the same record.
RoleWhat it takes off youWhat it makes you better at
Reading twenty deals to find the three that need you
Coaching the deal you were both looking at, not a feeling
Assembling the number by hand before every board meeting
Seeing risk while you can still do something about it
Three operating loops
Follow each role through the loop it actually runs.
Nothing here is behind a tab. Each ring turns at the speed its owner actually works, from the Seller every day to the CRO every quarter. Three more roles work on the same record without running one of these loops, and they are below.
Seller loop · every day
Carry twenty deals without carrying them in your head.
The renewal date, the legal blocker, what the CFO actually said in March, the thing they promised to send on Thursday. Now do that twenty times. PROOF holds it, so the thinking goes on the deal instead of on recall.
- 01Remember“What happened, what changed, and what did we promise?”
You get what you knew then, not what you know now. Every promise, both ways.
- 02Prepare“What do I need to know before this meeting?”
Three deals, not thirty. And the one question worth asking, based on what you've actually got.
- 03Capture“Here's my notes, or what just happened.”
Talk for ten seconds or drop the file in. PROOF writes up what it heard. It doesn't decide it's true.
- 04Correct“That's right, that's wrong, that's half of it.”
Keep it, change it or bin it, line by line. What you wrote first doesn't disappear.
- 05Confirm“This is what we agreed.”
You send the recap. They agree, correct you, or push back. Now it isn't your word against a memory.
- 06Defend“This was my forecast, and this is what I knew then.”
What landed last week can't be used against a forecast you gave last month. Your manager's override stays your manager's.
Manager loop · every week
Coach the three deals that need you, not the twenty that don't.
You can't read every deal every week. PROOF picks the ones that moved, the ones with a promise coming due and the ones where the story changed, then keeps what you decided attached to the deal you decided it on.
- 01Prepare“Which deals actually need me this week?”
The ones that moved, the ones with a promise coming due, and the ones where the story changed.
- 02Review“What's this review about, before we start arguing?”
The agenda's set before you walk in, so it can't drift to whoever's loudest.
- 03Decide“I agree, I don't, or I'm taking it upstairs.”
What you decided goes on the record with your name on it.
- 04Coach“What does this seller need to do differently?”
The coaching sits on the deal you were both looking at. Your own notes stay yours.
- 05Follow through“Who's doing what, by when?”
Everything you agreed has a name and a date against it.
- 06Verify“Did it actually get done?”
PROOF tells you, and tells you what moved after it.
- 07Learn“Did that coaching work?”
You find out whether what you asked for changed anything. Nobody rewrites what you knew at the time.
CRO loop · every quarter
See the risk while you can still do something about it.
A number you can defend line by line, and the evidence under each line. When a deal moves you can see whether the buyer backed it, somebody just said it, or nobody has said either way.
- 01Observe“What moved?”
Across the forecast, the pipeline and the team. Since when, and by how much.
- 02Establish“What's actually real?”
What the buyer has backed up, what's somebody's opinion, and what nobody can say yet.
- 03Decide“Where do I step in?”
Challenge the number, change how the team works, or take the risk with your eyes open.
- 04Act“Make it land.”
It turns into a review, a coaching conversation and somebody's Tuesday. Not a slide.
- 05Verify“Did anything change?”
Whether it happened, and what happened after.
- 06Replay“Was that the right decision on what we knew?”
See exactly what everyone had in front of them on the day. Then judge it.
Where the loops meet
These are not three separate tools.
Each loop hands the next one a specific thing. That handoff is the point: a decision taken at the top turns into something a seller actually does on Tuesday, and what happens on Tuesday comes back up the same chain.
The Seller's forecast and what it rests on. Which deals moved, which promises are coming due, and where the story changed since last week.
The reviewed position. What was decided, by whom, and where a Manager override departed from the Seller, with the reason attached to it.
The direction, and what it means for this deal this week. It arrives as a next action on a named deal, not as a report nobody opens.
What actually happened, returned to the loop that decided it. That is the only way anyone finds out whether the decision was a good one.
Around the three loops
The three loops don't run alone.
None of these three runs the decision cycle. All three change whether it can be trusted.
RevOps · every month
Change the process without changing what the history meant.
Stages, rules and targets move. When they do, last quarter's record still has to mean what it meant at the time. PROOF versions the definitions, so a change going forward never quietly rewrites a decision already taken.
- Define“What does this stage actually mean?”
One written definition, applied the same way on every deal, by every team.
- Publish“Who may change it, and from when?”
Changes are versioned and dated. The old definition stays readable against the deals it applied to.
- Connect“Is the evidence actually arriving?”
Which sources are live, which have gone quiet, and which deals are running on nothing.
- Measure“Is the method being used, or worked around?”
Where your way of selling gets used, where it breaks, and which teams it never reached.
- Correct“Where is the data wrong?”
Fix it at the source, once. The correction carries your name and the earlier value is kept.
- Prove“Can we show how this number was produced?”
Every definition in force, every change to it, and who approved each one.
Buyer · when asked
Say whether it is true, without joining anything.
The buyer is the only person who can settle what was actually agreed. Where the Deal Room is enabled, PROOF asks them about selected deal facts and records the answer. Where procurement rules prevent it, unconfirmed stays unconfirmed. Silence is never read as agreement.
- Confirm“Yes, that is what we agreed.”
The fact stops being a claim. It carries the buyer behind it from then on.
- Correct“Close, but not quite.”
The corrected version sits next to what was claimed. Nothing is overwritten.
- Contest“No, we did not say that.”
The fact stays visibly disputed, so it cannot quietly hold up a forecast.
See where your way of selling actually gets used.
Where it breaks, and what to change next. Enablement reads the same record without running a loop of its own.
Admin
Control who sees what and prove it.
- Users and membership
- Role permissions and delegation
- Buyer access by deal
- Export, recovery and account lifecycle
Three people, one record, and a model reading all of it.
So what is the AI actually allowed to decide?
Watch the loops connect