25 ChatGPT
Prompts for
Account Executives

You are an account researcher supporting an account executive who sells [YOUR PRODUCT] into [INDUSTRY]. I will paste [LIST OF TARGET ACCOUNTS] and [IDEAL CUSTOMER PROFILE NOTES]. Score each account 1–5 on three axes: profile fit, timing signals (hiring, funding, leadership change, tech stack shifts), and reachable entry points. Output a table: account, tier (A/B/C), the single strongest signal, the weakest assumption, and the first move I should make this week. Below the table, list the three accounts you would work first, with one sentence of reasoning each. Rules: use only the information I provide — mark anything you cannot verify as UNKNOWN rather than guessing. No filler commentary. If my list is missing revenue band, headcount, or region for any account, ask me up to 3 questions before scoring.

You are writing a first-touch email for an account executive, not a marketer. Inputs: [PROSPECT COMPANY], [PERSONA AND TITLE], [TRIGGER EVENT] (funding, exec hire, earnings comment, product launch, new regulation), [YOUR PRODUCT], and [ONE PROOF POINT]. Draft one email under 90 words: open with a specific, checkable observation about the trigger event — no "congrats on the funding" clichés; connect it to one problem [PERSONA AND TITLE] now owns; state in one sentence how [YOUR PRODUCT] addresses that problem; close with an interest-based question, not a meeting request. Subject line: four words or fewer, no punctuation tricks. Plain language, no marketing adjectives, no exclamation points, and never open with "I hope this finds you well." Then write one variant that leads with the problem instead of the event. If the trigger event is older than 90 days, say so and ask me for a fresher one.

Act as a deal strategist. I am an account executive with a single contact at [PROSPECT COMPANY] and I need to be multithreaded before evaluation starts. Inputs: [CURRENT CONTACT AND ROLE], [DEAL NOTES], [YOUR PRODUCT]. Map four additional people I should open: the likely economic buyer, a technical evaluator, an end-user team lead, and a potential executive sponsor. For each one give me: the probable title at a company like [PROSPECT COMPANY], what they privately care about, the risk to my deal if they stay dark, and a two-sentence opening message tailored to them. Rules: every opening message must take a different angle — if two sound alike, rewrite one. No "I'd love to connect." Reference my existing contact only where it adds credibility. Finish with the order I should approach them in, and one sentence on why that sequence.

You are helping an account executive turn a happy customer into a warm introduction. Inputs: [CUSTOMER CHAMPION NAME AND ROLE], [THE RESULT THEY GOT — in their words if possible], [TARGET CONTACT AND COMPANY], [WHY THIS TARGET FITS]. Draft two pieces. One: a short note to my champion asking for the introduction — under 80 words, direct, and easy to decline without awkwardness. Two: a forwardable blurb written so my champion can paste it and lightly edit — under 100 words, describing what we did together in plain factual terms and why I thought of [TARGET CONTACT AND COMPANY]. Rules: no flattery padding, no "quick favor" framing, and no invented results — if [THE RESULT THEY GOT] is vague, ask me to sharpen it before drafting. The blurb must sound like a colleague passing along something useful, not a brochure.

Act as a revenue analyst for an account executive. Inputs: [ANNUAL QUOTA], [AVERAGE DEAL SIZE], [WIN RATE FROM QUALIFIED OPPORTUNITY], [AVERAGE SALES CYCLE IN WEEKS], [CURRENT OPEN PIPELINE BY STAGE], [MEETING-TO-OPPORTUNITY CONVERSION RATE]. Work backward from the number: calculate the deals I need to close this year and per quarter, the qualified opportunities required at my win rate, and the pipeline coverage I should be holding at 3× — then compare that against my current pipeline and state the gap in both dollars and opportunity count. Convert the gap into weekly activity: discovery calls needed per week given my conversion rate and cycle length. Output: a math table with every calculation shown, then a five-line "this week" plan. Rules: round conservatively, never in my favor. If any input is missing, ask for it — do not substitute industry averages without labeling them as assumptions.

You are a research analyst prepping an account executive for a first discovery call. Inputs: [PROSPECT COMPANY], [PASTED SOURCE MATERIAL — 10-K excerpts, earnings-call quotes, press releases, job postings], [PERSONA I AM MEETING], [YOUR PRODUCT]. Produce a one-page brief with three parts. One: three business priorities, each supported by a direct quote from the pasted material with its source named. Two: three hypotheses about problems [PERSONA I AM MEETING] likely owns, each labeled HYPOTHESIS and tied to one of the priorities. Three: five discovery questions that test the hypotheses without pitching. Rules: use only the material I pasted — no outside knowledge about the company, no invented facts. If the material cannot support three priorities, say so and list what I should go find instead. Keep the whole brief under 350 words so I can read it in the parking lot.

You are a discovery-call coach for account executives. Inputs: [PERSONA], [INDUSTRY], [YOUR PRODUCT], [SUSPECTED PAIN]. Build me a question tree, not a flat list: three opening context questions; then, for [SUSPECTED PAIN], a pain-confirmation question, a quantification question (frequency, cost, headcount, hours), and a consequence question — what happens if this stays as it is through next year. For every question, add one follow-up branch to use if the first answer comes back shallow. Rules: twelve questions maximum across the whole tree. No yes/no questions except deliberate confirmations. No question a prospect could answer by reading my website. Plain, speakable language — I should be able to say each one out loud without sounding scripted. End with the one question I must not leave the call without asking, and one line on why it is that one.

Act as a deal inspector running MEDDPICC. Inputs: [CALL TRANSCRIPT OR DEAL NOTES], [DEAL STAGE]. For each element — Metrics, Economic buyer, Decision criteria, Decision process, Paper process, Identified pain, Champion, Competition — output one table row with four columns: evidence (a verbatim quote from my input, or the words NO EVIDENCE), confidence (HIGH, MEDIUM, or LOW), the specific gap, and the exact question I should ask on the next call to close that gap. Rules: quotes must be verbatim — never paraphrase something and call it evidence. Do not award confidence for optimism; a friendly contact is not a champion until they have sold internally without me in the room. Finish with the three weakest letters ranked worst-first, and a two-sentence risk summary I could paste straight into my CRM next-steps field.

You are the deal skeptic. Your job is to argue against my deal so I stop spending time on the wrong ones. Inputs: [DEAL NOTES], [IDEAL CUSTOMER PROFILE], [DAYS IN CURRENT STAGE], [COMPETING INTERNAL PRIORITIES AT THE PROSPECT]. Write a one-page disqualification memo: the three strongest reasons this deal will not close this quarter, the evidence behind each reason drawn only from my notes, and a short section titled WHAT I AM PRETENDING NOT TO SEE. Then give a verdict — PURSUE, PARK, or DROP — followed by the single piece of evidence that would change your verdict if I could produce it. Rules: be blunt. No hedging phrases like "it depends" without stating exactly what it depends on. If my notes are too thin to judge, output NOT ENOUGH DATA and list the three facts I need to gather before you will rule.

You are writing the recap email that keeps a deal honest. Inputs: [CALL TRANSCRIPT OR DETAILED NOTES], [PROSPECT FIRST NAME], [PROPOSED NEXT STEP AND DATE]. Draft an email under 150 words: one line of thanks without gushing; the two or three problems we discussed, stated in the buyer's own words — quote their exact phrases; the impact they attached to those problems; and the next step with a specific date and what each side brings to it. Rules: no product pitch, no feature list, no adjectives about my company. If the transcript shows no clearly agreed next step, do not invent one — instead end the email by proposing one with two concrete time options. Close with a single question that checks I heard the priority correctly, so the reply confirms or corrects the record.

You are ghostwriting an internal memo for my champion to forward — it must read like it was written inside [PROSPECT COMPANY], not by a vendor. Inputs: [CHAMPION ROLE], [ECONOMIC BUYER ROLE], [THE PROBLEM IN THE BUYER'S WORDS], [CURRENT COST OF THE PROBLEM — their numbers], [YOUR PRODUCT], [ROUGH PRICE SHAPE]. Produce a one-page brief: the problem and what it costs today; what changes if it is fixed; why this vendor over doing nothing; what we are asking for (a decision, budget, or a pilot); and the timeline. Rules: internal-memo voice — "we" and "our" belong to the buyer's company throughout. No vendor superlatives, no adjectives like "powerful" or "innovative". Use only the numbers I provide, and label estimates as estimates. Under 300 words. If I have not given you a cost of the problem, ask for it before writing anything.

Act as a project manager for a B2B deal. Inputs: [TARGET SIGNATURE DATE], [TARGET GO-LIVE DATE], [STEPS ALREADY COMPLETED], [KNOWN REMAINING STEPS], [BUYER-SIDE TEAM], [SELLER-SIDE TEAM]. Build a mutual action plan working backward from signature: security review, legal redlines, procurement, economic-buyer signoff, signature logistics — plus the onboarding steps that carry us to go-live. Output a table: milestone, owner (a named person, or NEEDS OWNER), duration, start-by date, status. Rules: use realistic durations for a mid-market B2B purchase and state every duration assumption you make. Any milestone without a buyer-side owner gets flagged in a final list titled RISKS. Frame the whole plan around the buyer's go-live date, not my quarter end. If the dates cannot work backward cleanly, say so plainly and show the earliest honest signature date instead.

You are a demo director. Inputs: [DISCOVERY PAINS — ranked], [ATTENDEES AND ROLES], [YOUR PRODUCT], [DEMO LENGTH IN MINUTES]. Build a scene-by-scene storyboard. For each scene: the pain it answers, what is on screen, the one sentence I say to open it, and a check-in question that keeps the room talking. Scene one opens inside the buyer's current workflow and what it costs them — not on my login screen. Rules: every scene must map to a stated pain from [DISCOVERY PAINS]. Cut any feature that does not, and list what you cut at the end under NOT SHOWN with one line on why. Maximum six scenes. Include one deliberate pause for the economic buyer's most likely question, with a suggested answer. Finish with a closing ask that fits this audience — specific, dated, and smaller than "so, what did you think?"

You are a competitive strategist who never names the competitor. Inputs: [COMPETITOR], [HOW THEY TYPICALLY PITCH], [MY REAL ADVANTAGES], [PROSPECT'S STATED PRIORITIES]. Write six evaluation questions I can hand my prospect — questions a diligent buyer should ask every vendor in this category. Each question targets an area where [COMPETITOR] is structurally weak and I am genuinely strong, phrased neutrally enough to be fair to anyone. For each: the question itself, one sentence on why it matters to [PROSPECT'S STATED PRIORITIES], and what a weak answer sounds like so the buyer recognizes one. Rules: never mention or hint at the competitor's name inside the questions. No phrasing that embarrasses me if the prospect turns the same question on us. If one of my claimed advantages is not defensible, flag it instead of building a question on it.

Act as a finance analyst building a buying case, not a sales flyer. Inputs: [PROSPECT'S OWN NUMBERS — headcount affected, hours, costs, error rates], [QUANTIFIED PAINS FROM DISCOVERY], [YOUR PRICE], [IMPLEMENTATION EFFORT], [ASSUMPTIONS I AM MAKING]. Produce a one-page case: the current annual cost of the problem, calculated step by step from the inputs; the expected change with [YOUR PRODUCT] under a conservative scenario and an expected scenario; the payback period for each; and one sensitivity line showing what happens if benefits land 30% lower than modeled. Rules: the conservative scenario is presented first. Use only numbers I provided — every assumption gets its own labeled line, no silent estimates, no industry benchmarks unless I supplied them. Plain tables, no adjectives. End with the three questions a CFO will ask about this math, each with a one-sentence answer.