Opportunity
| Name | Title | Role | Last Engaged |
|---|---|---|---|
| Alicia Werner | VP Brand Marketing | Technical | 2 days ago |
| Sam Okoye | Director, Media Operations | Operational | 3 weeks ago |
| Ruth Delgado | CFO | Economic | Never |
| Kyle Braun | Category Manager, Marketing Procurement | Procurement | 5 days ago |
Northwind — marketing procurement fee call
Call transcript · Microsoft Teams recording · Aug 18, 2026
Henrietta Coaching
Lightning Web Component · henriettaDealCoach
Today the requirement is being described in consumer packaged goods deliverable terms — campaigns, channels, assets. Restate it as the outcome the business is buying: "You need to grow brand consideration and make every media dollar work harder — the creative and channel plan is only how we get there."
"Three consumer packaged goods brands we work with were losing growth to fragmented media and inconsistent customer experience until it was measured end to end. Nobody in their leadership team had that number in front of them either — should we put it on the table before this decision goes any further?"
Park the price question, don't answer it: "I'll come back to the number. First — if the commercials worked exactly as you need them to, is there anything else that would stop this being signed this quarter?" Trade, never give: any movement is exchanged for term length, scope, or an earlier start date.
Each month of delay carries more cost in avoidable incidents and contractor spend than the concession being requested. Bring that arithmetic to the CFO conversation rather than defending the list price.
"When Ruth Delgado looks at this, what will they be measured on that this either helps or hurts? I'd rather bring them that number than a product overview — can we get 20 minutes together?"
Lead with their P&L, not the solution: the exposure they carry today, what it costs per quarter, and the two decisions they'd need to make to remove it.