Glad you asked.
Walk in already knowing what the business unit needs today. The BFD reads what Fortune 500 executives told Wall Street and turns it into the conversation the business unit is ready to have.
No forms. No credit card. Paste your website and the BFD builds your profile.
"It turns real corporate intelligence into practical guidance that can help suppliers pursue the right companies and make every interaction more targeted, strategic, and meaningful."
John Munson, Jr. — President, Global AlliancesScout. Score. Source it.
Strategy. Coaching. Every room after the first.
A supplier pitched a software company on marketing services. Then he found their earnings call. The CEO was telling investors about patient data security. The CFO was talking about supply chain resilience. Nobody in that room was thinking about marketing. He had been speaking a language they were not listening in.
1
Every quarter the CEO and CFO tell analysts what is happening in the business. What is under pressure. What they are investing in. What has to change, and by when.
2
Those priorities are handed to the teams doing the work. They feel the pressure first, and they are the ones who will eventually need a supplier's help.
3
Sourcing teams are asked to bring in suppliers, but they usually hear the business unit's priorities in a sentence or two. The supplier reacts to that short version.
4
Suppliers learn whether this corporation has the problem they solve. When you walk into the business unit, you already fit.
Point The Dig at a corporate target and get back a fit assessment built from what their executives actually said, in earnings calls, SEC filings, and financial disclosures. Built from the documents their own leadership signed, cited to the page, rather than industry summaries.
The Q2 2026 10-Q discloses a 2026 to 2027 Operating Model Transformation Program targeting IT platform modernization and AI adoption at enterprise scale, with workforce realignments running through 2028.
What lowers the score: Heavily regulated. AI tools touching member communications face slow, risk-averse compliance gates, and the supplier profile has no healthcare client proof to de-risk that conversation.
Would you like to save this company, or run another one?
A Fortune 500 pursuit is not a meeting. It is a season. From first outreach to a signed pilot can take 18 to 36 months, and every stage has a different room, a different question, and a different way to lose. The Sales Advisor is built from years spent on the supplier side of this, and years in the room with the buyers, and it stays with you for the whole run.
Which door. Which person. What the wedge is, in the buyer's own words.
The questions to ask and in what order. The objections coming and the honest answer to each.
How to scope one workflow, price it fixed, gate it by milestone, and carry the risk.
How to tell the story upward, which timing windows are open, and what the next room needs.
Where the advice comes from. I have spent 30 years helping small companies sell to large ones. I ran strategy for a supplier development council, sat on panels with corporate buyers from some of the largest companies in the country, and spent years listening to what they say they need when no supplier is in the room. I wrote the method down in a book called The Growth Engine. The Sales Advisor is that method, plus everything I learned the hard way.
It does not keep office hours. Ask it at midnight the night before the meeting.
The obvious play is the AI governance angle. Every AI vendor in the market is pitching this company some version of responsible AI right now. Walk in with that message and you land in a crowded hallway next to vendors with deeper healthcare credentials. You will be compared on scale, and you will lose that comparison.
You have committed to deploying AI across your operating model at enterprise scale. Thousands of people are now writing AI prompts daily, and you have no standardized system to ensure those prompts produce consistent, auditable outputs. Every inconsistent prompt is a cost leak and a compliance exposure.
Too big to approach company-wide. The bounded first engagement is one workflow inside the services division the CEO named on the earnings call. Do not pitch in the first message. Offer a 15-minute diagnostic conversation.
"You're too small. We work with enterprise vendors." Reframe: That is exactly why a pilot makes sense. A 60-day pilot on one workflow, fixed price, milestone-gated, and we carry the risk.
Notice what we did not lead with: the feature list. We started with a $200 billion company's own filing, then worked backward to find the gap their commitment created. A buyer this size does not care what you sell. They care what problem you solve that they have not solved yet.
No one cares what you do. They care what happens to them after you do it. The BFD speaks in outcomes, and it teaches you to.
Reading a 10-K is table stakes now. Knowing what to do in month nine, when the champion changes roles and the pilot stalls, is not. The Sales Advisor carries years of supplier-side experience, and years in the room with corporate buyers, through every stage.
The Dig is built to give you a clear picture, not a hopeful one. When a company is not the right fit right now, it says so, cites why, and helps you turn toward the ones that are.
Suppliers and sourcing teams prepare from the same earnings calls and filings. When both understand what the business unit is working toward, the supplier who shows up is a fit.
The Sales Advisor does not hand you a document and leave. It walks with you through the strategy, prepares you for the buyer's questions, and gets you ready for the room.
Business units decide what they need long before a request reaches you. The BFD reads your own company's filings the way the business unit reads them, so you walk in already understanding what they are working toward. When the suppliers you bring in move the business, you stop being a cost center and start being part of how the company wins.
"What is the problem that you as the supplier can solve for us? Because realistically, at the end of the day, that is what we are really looking for."
Vendor management leader, Fortune 100 health insurerSuppliers arrive talking about capabilities. The business unit is thinking in outcomes. Sourcing teams sit between those two languages and are expected to translate, usually without the full picture from either side. The BFD gives you the outcomes the business unit is working toward, so you can hear which supplier is actually speaking to them.
"We do focus a lot on capabilities and not outcomes."
Procurement inclusion leader, global automakerIf you source for a corporation and want to see how this works from your side of the table, let's talk.
Every plan includes both agents and every kind of output. The Dig is the front door. The Sales Advisor is what you are paying for.
One or two pursuits at a time.
A working pipeline of three to five pursuits.
Teams and consultants preparing others for theirs.
Every plan starts with a free trial. Build your profile and run your first Digs. No credit card.
Paste your website, run your first Dig, and walk into the meeting already knowing what they need.
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