Overview
Team-wide SPICED performance across 25 discovery calls scored from full Grain transcripts
25
Total Calls
Scored from Grain
2.7
Overall Avg
Below Meets (3.0)
3.7
Situation
4% below meets
2.2
Impact
72% below meets
2.2
Critical Event
64% below meets
S · Situation
3.7
P · Pain
3.1
I · Impact
2.2
CE · Critical Event
2.2
D · Decision
2.3
Team vs Meets Benchmark
Radar comparison across all 5 SPICED dimensions
Dimension Dropoff
Average scores across the SPICED framework show steep decline after Pain
Score Distribution
Distribution of all 125 individual dimension scores
Below Meets Rate by Dimension
Percentage of scores falling below 3.0 (Meets expectations)
All 25 Calls - Overall Scores
Horizontal waterfall sorted by overall score. Green 4-5, yellow 3, red 1-2.
All 25 Calls
Full heatmap of SPICED dimension scores across all discovery calls
| Company | Rep(s) | S | P | I | CE | D | Overall |
|---|
Rep Coaching
Individual coaching cards with dimension scores, transcript evidence, rewrites, and action items
MK
Matt Kaminski
3.0
avg
▾
BlackLine — Challenge without conversion
"105 is not good... 120 is good. 105 is very bad actually." Great challenge to the prospect. But Matt never converted this NRR insight to dollars. The number stayed abstract.
"What does each point of NRR represent in dollar terms for BlackLine?"
Rocketlane — Missed the stakes
Whiteboarded the bowtie model in real time. Daniel said "Insight is banking on us" and referenced a $50M target. Matt never asked what happens if they miss that number.
"When does Insight next review the GTM plan? What would SRI need to show them by that date?"
JumpCloud — Closing window
Showed his own SPICED scorecard, admitting where he was red. New CRO on day 3 going all-in on MEDIC. Huge risk window if they lock in a competing framework.
"Can we get 15 min with her before she locks in MEDIC-only? That window closes fast."
Snowflake — Urgency without numbers
"Every day that we wait, we're losing revenue." Matt heard the urgency but didn't press for actual dollar figures to anchor the business case.
"If NRR stays at 126 instead of climbing back to 150, what does that gap look like over 4 quarters?"
Action: Ask "What does this cost you per quarter in dollars?" before any presentation. Every call. This one question bridges Matt's strong Situation work into real Impact evidence.
MB
Mike Boogaard
2.7
avg
▾
ESET (84 min) — The presentation trap
75% presenting, 25% discovery. 42+ fillers ("Amazing" used 6 times). Ashley described feature-demo selling as the core issue. Mike confirmed it but didn't deepen the thread to quantify what feature-demo selling actually costs in lost deals.
"When reps default to feature demos, what happens to win rates? How many deals per quarter does that pattern cost you?"
Whereby — His numbers, not theirs
Extracted granular data (ARR $6.87M, pipeline 450/900 miss) but prescribed solutions before the prospect quantified impact. The numbers were Mike's analysis, not the customer's own realization.
"You're at 450 of 900 on pipeline. What does that gap mean for your revenue target this year?"
Amboss — Dead-end question
Asked "if there was one big opportunity" at minute 26. Prospect said they don't know. No follow-up. The conversation stalled and never recovered that thread.
"If we helped you find that one thing, what would it mean for growth targets? Who besides you approves that kind of investment?"
Action: 2-Minute Rule. Every 2 minutes of presenting, pause and ask a question. Target 50/50 talk ratio. Mike has the data instincts. He just needs to let the prospect own the numbers.
LG
Lauren Goldstein
1.9
solo avg
▾
Newmark — Framework before diagnosis
Showed the bow tie model and stated "10% = double revenue" without asking Kam to quantify his own numbers. No Critical Event established, no Decision process explored. Ended with 3 self-service options as a close.
"Before I show you anything: is there a date this matters by? Who else at Newmark would need to see the business case?"
MNTN — Three C-suite, zero depth
Three C-suite on the call (CEO, CRO, COO). Mark said things had "got stale." Nobody pulled the thread. No pain was deepened, no Critical Event surfaced, no Decision process mapped.
"Mark, what has stale cost the business? Garland, when do you present your go-forward plan to the board?"
Autodesk — Missing KPI moment
Anthony said "I don't have a good answer on KPIs." Lauren didn't help him build one. This was the perfect opening to co-create impact metrics, and it passed without follow-up.
"If we could show measurable lift in rep productivity in 2 quarters, what ROI does Eli need to greenlight this?"
Action: One CE question + one D question before showing any framework. Zero exceptions. Lauren's rapport skills (S: 3.0) create the trust. She just needs to use that trust for discovery before presenting.
BP
Betsy Peters
1.8
avg
▾
Momentus Intro — Educating instead of discovering
Relationship-building call, not discovery. Betsy educated and presented but asked almost nothing. When Kirsten asked "anything else we should know?", Betsy answered instead of flipping the question back to learn about Momentus's actual needs and timeline.
"Let me ask you: if your team fully adopted SPICED, what would change for retention and performance reviews? What would success look like from HR's seat?"
Action: Ask one Impact question on every call, even advisory/check-ins. Every conversation is a discovery opportunity. "What would change if this worked?" is always available.
S+D
Scott + Dan
2.9
avg
▾
Ever.ag — Percentage without dollars
Toby said "could cut and fire 30%" and referenced a "false narrative for investor." Explosive statements with huge financial implications. Nobody converted the percentages to actual dollar figures to build the business case.
"What does 30% of headcount cost annually? What pipeline value was misattributed in 2025?"
Action: When the prospect gives a percentage, immediately ask "What's that in dollars?" Percentages are abstract. Dollar figures create urgency and anchor the business case.
Gap Analysis
Systemic patterns identified across all 25 discovery calls
#1
Impact: The Missing Middle
Avg 2.2 · 72% below Meets · Worst dimension
Reps consistently present frameworks instead of asking the prospect to quantify. They teach the bowtie, explain the math, and do the analysis themselves. The prospect never says the number out loud. Without prospect-owned Impact statements, there is no business case to champion internally.
#2
Critical Event: No "Why Now"
Avg 2.2 · 64% below Meets
Calls rarely surface urgency drivers. No "why now" or "what happens if you miss this date?" questions. Without a Critical Event, deals drift. The prospect has no internal forcing function, and WbD has no leverage to accelerate timelines.
#3
Decision: Stakeholder Blind Spots
Avg 2.3 · 64% below Meets
Stakeholder mapping is rarely attempted. Reps don't ask who else needs to approve, what the buying process looks like, or what budget authority exists. This means WbD is building proposals without knowing who actually signs off, creating misaligned business cases.
#4
The Presentation Trap
Systemic pattern across all reps
WbD reps default to teaching before diagnosing. The product knowledge is a strength, but it becomes a crutch. When a prospect describes a symptom, the reflex is to explain the framework rather than ask the next question. This collapses discovery into a demo, and the prospect becomes a student instead of a buyer.
Quick Wins
Five changes the team can implement this week
1
Impact Question Card
Pin 3 Impact questions to the team Slack channel. "What does this cost you per quarter?" / "If this stays the same for 12 months, what happens?" / "What does each point of [metric] mean in dollars?" Every rep screenshots it before every call.
2
15-Minute Critical Event Rule
Before the 15-minute mark of every call, ask: "What's driving the timing on this?" If there is no Critical Event, the deal has no urgency. Better to know now than discover it in week 8 of a stalled pipeline.
3
Bridge Summary Before Prescribing
"Let me play back what I'm hearing..." before any framework, slide, or recommendation. Forces the rep to confirm understanding and gives the prospect a chance to correct or deepen. Prevents premature prescription.
4
Decision Map Question
Before agreeing to any next step: "Who besides you would need to see this, and what does their approval process look like?" Maps the buying committee before investing in proposals or demos that go to the wrong person.
5
2-Minute Presentation Rule
After every 2 minutes of presenting, pause and ask a question. Forces the ratio toward 50/50. Especially critical for Mike and Lauren, who have the highest presentation-to-discovery ratios in the dataset.
30-90 Day Strategy
Systematic plan to move the team from 2.7 to 3.5+ overall
Execution Timeline
Week 1-2
Weekly SPICED Reviews from Grain
Score every discovery call within 48 hours. Share scores in a team channel. Normalize the feedback loop so scoring becomes routine, not punitive.
Week 2-4
Dimension-Specific Coaching Pairs
Pair reps on their weakest dimensions. Matt + Lauren on CE/D. Mike + Scott on Impact. Peer coaching builds skill faster than top-down review.
Week 4-8
Flip the Presentation Ratio to 50/50
Track talk time in Grain. Set a team target of 50% discovery, 50% presenting. The team currently runs 70/30 toward presenting. This is the single biggest lever.
Day 90
Impact Certification
Every rep must score 3+ on Impact for 3 consecutive calls to be "Impact Certified." This is the gate. No certification, no solo discovery calls on enterprise accounts.
Ongoing
Automate as SPICED Coach AI Product
This analysis IS the RevOS MVP. Automate Grain transcript scoring, rep coaching cards, and gap analysis into a recurring product. This becomes the SPICED Coach that ships to clients.
Target Metrics
Overall Team Average
2.7→3.5+
Impact Average
2.2→3.0+
Critical Event Average
2.2→3.0+
Decision Average
2.3→3.0+
Below Meets Rate (I/CE/D)
67%→<30%
Presentation Ratio
70/30→50/50
THE BIGGER PICTURE
This dashboard is not just an internal tool. It is the prototype for the SPICED Coach AI product. Every pattern here, from automated Grain scoring to per-rep coaching cards, becomes a feature clients pay for. The team is the first customer, and this analysis is the RevOS MVP.