The raise. The contract. The board. The buyer who loved the pitch and went quiet. Get the person, the words or the moment wrong and you don’t get a second meeting. Decision Design is the practice I run with Chase Hughes for exactly those. We find where your buyer’s decision stalls and rebuild what you say so they decide, before you walk in.
Thirty minutes on your own material. The fee comes off any work that follows.
Agreeing costs a buyer nothing. Deciding costs them money, time, and the morning somebody asks why they signed. Almost everyone builds the deck, the proposal and the page to impress the part of the buyer that agrees, because that’s what we all learned to do. It works. They’re impressed. Then they go quiet, because the part of them that has to defend the decision to a board, a partner or a spouse never heard a word meant for it.
Think about the last time somebody got you into cold water. They counted to three, or grabbed your hand, or went first. Nobody told you a new fact about the water. You’d agreed it was fine ten minutes earlier, and you were still standing on the dock. We build for the part of you that jumped.
Find yours.
For a founder or CEO raising Series B and later, growth equity, or a fund.
A raise is a sale where the buyer defends the decision to a committee with your numbers. The numbers and the story have to say the same thing in the same order, or the committee sides with the spreadsheet. We rebuild the deck in the order the partner meeting decides in, and we give the one partner who liked you the sentence they’ll need in the room you’re not in.
For a company chasing a government, defense, utility or enterprise award, or a consultant whose proposals stall after the second meeting.
Forwarding means the person who read it liked it enough to protect themselves with it. It doesn’t mean the person who signs has seen it, and when they do, they see a document written for somebody else. A proposal that closes speaks to the signer first and still works after someone forwards it. That’s the rebuild.
For a founder who can sell it in person and can’t get the deck, the demo or the team to.
In person you read the buyer and adjust, usually without noticing. The deck can’t. It runs the same order for everybody, and that order is the one you’d like to talk in. One pitch is one decision. A sales process is every decision the company will ask for, built in the order a yes comes in, so it keeps working when you’re not in the room. The read tells you whether you need one pitch fixed or the whole process.
For a business whose page everyone complimented and nobody bought from.
People arrive, read, agree and leave. A page is a pitch that runs without you, so it stalls in the same place. We read it the way your buyer does, find where they stop deciding and start agreeing, and rebuild it in the order that takes them to the decision: the first line, the proof where they ask for it, the one next step. The copy, and the page itself if you want it built.
For the decision with tens of millions riding on it and a small room making it.
A big decision has a room: the one who signs, the one who runs it, the one who can kill it, and the adviser outside. We read each of them, and we build the material for the whole room, not the one person who already likes you. Chase Hughes built the behavior methods this work runs on, the ones taught to military, law enforcement and intelligence teams, and for decisions this size he is at the table with us.
The deck as the file, the page as the link, the call as the recording. Not a summary; the stall is in the material itself. I read it the way your buyer did, with the behavior profiling Chase trained me in himself. Then thirty minutes on a call: where it stalls, why it stalls there, and the first thing I’d change. $197, inside three business days, credited toward any work after.
One pitch, or the whole process. We rebuild it in the order the buyer decides in: the reason they already have in the first line, and the sentence they’ll repeat to the people who weren’t in the room. You see every draft. Nothing goes in you couldn’t say across a table.
Before you walk in, we go through it the way the people deciding will. After, we look at what happened and fix what the next meeting needs. For the largest decisions, Chase Hughes is in the work with us. You get the price of every engagement on the call, with the read already taken off.
The night before the biggest pitch of his life, a founder walked me through his deck on a call. Four slides in I knew: it looked like every deck his two buyers had ever sat through, and they’d file it with the others. We rewrote it that night around what those two people cared about, in the order they needed to hear it, and we told what his company had already done as the hard thing it was. We built it to earn a second meeting. Before the first one ended, both decision-makers asked to buy, and one offered Boeing as the first installation.
The same approach has helped one client restart a stalled international energy agreement and another raise $8.5 billion. Some clients were founders at tech startups. Some sat inside Fortune 500 companies. A buyer in either place says yes for the same reasons.
The deck, the proposal, the page or the recording, and who has to say yes. If the fix is one line and you can make it yourself, that’s what you’ll hear.