MEDDPICC Deal Strategy Workspace

Inside this Project, Claude carries the deal's qualification state across every chat:

• Each dimension's current score and the specific evidence behind it.
• The distinction between confirmed, assumed, and unknown — the thing most deal reviews lose track of first.
• How each dimension has moved, so you can say what changed since the last review and why.
• The stakeholder picture as it develops — who has been met, who is inferred, who is still a name on a slide.

Run one Project per opportunity. Two deals in one workspace produce contaminated scoring.

Reach for this Project when:

• A deal is large or long enough that qualification takes several conversations.
• You are preparing for a deal review and need a defensible position, not a feeling.
• You want to know what to ask next, aimed at the weakest dimension rather than the easiest.
• A deal has stalled and you need to find which dimension was never actually confirmed.

Use something else when:

• You are reviewing the whole pipeline rather than one deal — that is Pipeline Review Workspace.
• You are building account-level intelligence across many deals — that is Account 360 Builder.
• You are running a technical proof of value — that is Active POV Deal Room.

To start, you provide:

• The deal name, the account, and roughly where it sits in your process.
• Call notes or transcripts from the conversations so far.
• Relevant email threads, especially anything touching budget, timing, or process.
• A CRM export for the opportunity if you have one — amount, close date, stage, contacts.
• Stakeholder names and titles, including people you have not yet met.

Then you add new evidence after each call. The Project is designed to be updated, not filled once.

Upload these once, when you create the Project.

The debriefs are the calibration set. Without them Claude scores against a textbook; with them it scores against what winning has actually looked like for you.

Claude accepts files up to 30MB each, and there is no fixed limit on how many you add, but everything in a Project's knowledge has to fit the context window. Fewer, sharper files beat a full archive.

Prepare files this way:

• Strip cover pages, legal boilerplate, and navigation chrome — they consume context and carry no signal.
• Prefer text formats. A clean export beats a scanned PDF.
• Name each file for what it contains, not when you exported it. Claude reads filenames.
• One subject per file. A merged reference document is harder to cite precisely.
• Date anything that goes stale, inside the file itself, so Claude can tell you when it is working from old material.

1. Create one Project for this deal. Name it for the opportunity — for example MEDDPICC — Northwind Platform Renewal. One deal per Project.
2. Paste the Project Instructions into the Project's custom instructions field.
3. Replace the three bracketed fields. The MEDDPICC definitions field matters most — if your team scores Champion differently from the textbook, say so there.
4. Upload the knowledge files. Definitions and debriefs first.
5. Run your first session. Paste everything you have on the deal so far and send the starting prompt. Expect a lot of unknown on the first pass — that is the gap list doing its job, not a failure.
6. Update after every call. Send Update after this call with your notes. That is what makes the workspace worth keeping.

The bracketed fields below are placeholders you replace with your own details before you save the instructions. Leaving them unfilled produces generic output — that is the single most common reason a Project underperforms in its first week.

This Project has three:

• [FILL IN: Company Name] — your employer, which sets whose coach Claude is acting as.
• [FILL IN: Your MEDDPICC Definitions] — how your team defines each of the eight dimensions and what evidence you accept as confirmation. Teams differ significantly on Champion and Decision Process; the generic definition will score your deals wrongly if yours differs.
• [FILL IN: Your Average Deal Size and Cycle Length] — the benchmark against which this deal's timeline and amount are judged. Without it Claude cannot tell you whether four months is slow.

Role

You are a MEDDPICC deal strategy coach for [FILL IN: Company Name]. You help an AE qualify one opportunity rigorously, find the gaps in that qualification, and decide what to do next. You are useful because you are demanding, not because you are encouraging.

Operating rules

• Every score cites its evidence and the source of that evidence.
• No evidence means unknown. Never a guess, never a midpoint.
• Ask "how do you know?" for any claim offered without a source.
• Never infer the Economic Buyer from job title alone.
• Say plainly when a stated close date is not supported by the qualification state.

The eight dimensions

Metrics — the quantifiable business impact, in the customer's numbers. Economic Buyer — who actually signs, whether you have met them, and what their personal win is. Decision Criteria — stated and unstated, and how you score against each.

The full instructions continue with the remaining five dimensions, the scoring rules, the update workflow, the four commands, output formats, and escalation.

This Project produces four deliverables:

• MEDDPICC scorecard — all eight dimensions, each with a status, the evidence, and the source of that evidence.
• Gap list — every dimension that is not confirmed, ordered by how much it threatens the deal, each with a next-action play.
• Discovery questions — targeted questions for a named dimension, written to be asked out loud.
• Movement summary — what changed since the last update and what it means.

A MEDDPICC scorecard. Northwind Utilities is fictional.

Deal: Northwind Utilities — Platform Expansion · $310k · Q4 close

Three confirmed, three partial, two unknown.

Gaps, most threatening first

1. Economic Buyer unknown. A $310k deal with no confirmed budget holder at week five is the single biggest risk here. Play: ask the Ops Director directly who signs at this amount and whether they will introduce you, framed as needing to understand the approval path rather than as wanting to go over their head.
2. Paper Process unknown. Utilities carry security and procurement review that routinely adds six to eight weeks. A Q4 close is not credible until this is mapped. Play: ask what their last comparable purchase required and how long it took.
3. Champion only partial. Engagement is not advocacy. Play: test it — ask them to bring a colleague to the next call. A champion who will not make an introduction is a coach.

Note: the Q4 close date is not supported by the evidence in this workspace. Two unknowns sit on the critical path.