Map the buying group and audit your deal coverage
This Claude prompt maps the full verified buying group at your prospect, compares it against who you’ve touched, and returns the gaps that matter at your current deal stage. Lusha pulls the verified contacts by role family. Gmail shows what’s been touched and what’s gone quiet. The output is a prioritized list of next touches — specific contacts, verified details, and a one-line angle for each.
Images on this page are for illustrative purposes only. Example outputs are based on Lusha data, with personal details masked or abbreviated for privacy.
The prompt
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<context>
I have an open deal. I want to audit my multi-thread coverage against the full verified buying group at the prospect — surface the gaps that matter at my current deal stage, and identify the next two or three touches I should make.
My open deal:
- Prospect company: [COMPANY NAME]
- Deal stage: [Discovery / Proposal / Negotiation / Closing]
- What I'm selling: [PRODUCT / SOLUTION]
- Contacts I've already touched (name and role): [LIST]
- Days since last touch with each: [LIST OR "CHECK GMAIL"]
</context>
<task>
1. Use Lusha to pull the verified buying group at the prospect company, organised by role family:
- Economic buyer (CFO, VP Finance, or C-suite owner of the function being sold to)
- Technical evaluator (CTO, VP Engineering, Solutions Engineering leadership)
- End user (the function leader who will own day-to-day use — VP Sales, VP Marketing, etc.)
- Influencer (RevOps, procurement, IT — operators who shape the decision around the named buyers)
- Executive sponsor (the C-suite owner of the broader business unit)
2. Compare the buying group against the contacts already touched.
3. Apply the deal-stage gap framework:
- Discovery — must have: technical evaluator touched. Should have: end user + at least one influencer.
- Proposal — must have: economic buyer + technical evaluator + end user. Should have: influencer (procurement and RevOps).
- Negotiation — must have: economic buyer + procurement or finance gate. Should have: executive sponsor.
- Closing — must have: economic buyer signed off + executive sponsor briefed. Should have: end user confirmed for rollout.
4. Output a coverage audit:
- Touched contacts and their role in the buying group
- Critical gaps (musts missing for current stage)
- Important gaps (shoulds missing for current stage)
- Acceptable gaps (optional for current stage — for context)
5. Prescribe the next 2–3 touches in priority order, with verified contact details from Lusha and a one-line angle per touch.
6. Flag any contact in the buying group who has been touched but has gone quiet for more than 14 days at the current deal stage. Stale threads in active deals are forecast risk.
</task>
<constraints>
- Coverage requirements are deal-stage dependent. A discovery-stage deal without the economic buyer touched is normal. A proposal-stage deal without the economic buyer touched is a critical gap.
- Each prescribed next touch must include a specific angle — not generic "reach out to the CFO."
- Do not invent contacts or roles. Surface only what Lusha returns. If a role family is empty at the prospect, flag it as a structural gap that may require manual research.
- The audit is a tool for the AE's judgment, not a replacement for it. Surface the gaps; let the AE decide which to close first.
</constraints>What you'll get back
The situation: An AE at a revenue intelligence platform is at Proposal stage with a 300-person logistics software company. She’s touched three people — a VP of Sales, a Sales Ops Manager, and an SDR Director. Deal has been in proposal for 11 days. No reply from the VP of Sales in 8 days.
Output: Two critical gaps for Proposal stage. One stale thread flagged. Three prescribed touches with verified contacts and angles.
Coverage audit — Proposal stage
Prospect: [Logistics software company] · Deal stage: Proposal · ACV: $84K
Contacts touched (verified against Lusha buying group)
| Contact | Verified title | Role family | Days since last touch |
|---|---|---|---|
| Daniel R. | VP of Sales | End user | 8 days — ⚠ STALE |
| Priya N. | Sales Operations Manager | Influencer | 3 days — active |
| Marcus T. | SDR Director | End user (secondary) | 5 days — active |
Coverage gaps at Proposal stage
Critical gaps (must-haves for Proposal):
- Economic buyer — not touched. Lusha returns James K., CFO, as the economic buyer for contracts above $75K at this account. A proposal at $84K without the CFO touched is a critical gap. The deal can stall here if procurement escalates before you’ve spoken to him.
- Technical evaluator — not found in buying group. No VP of Engineering or equivalent returned by Lusha for this account. Structural gap — may require manual research or a direct ask on the next call with Priya.
Important gaps (should-haves for Proposal):
- Procurement / RevOps influencer — not touched. Lusha returns Sandra V., Head of Revenue Operations, as a likely procurement-adjacent influencer. Not yet touched.
Acceptable gaps (optional at Proposal stage):
- Executive sponsor — not required until Negotiation. Note for later.
Stale thread — forecast risk
Daniel R. (VP of Sales) — 8 days no reply. He’s the end user and the original champion. Eight days of silence at Proposal stage is a yellow flag — either he’s pulled back, the proposal landed with a problem he hasn’t raised, or he’s waiting on someone above him to weigh in. Worth a direct ask before you make the next outbound move.
Next 3 prescribed touches
Touch 1 — James K., CFO (critical gap)
- Verified work email: j.k@[company].com (confirmed via Lusha)
- Direct mobile: available (masked for privacy)
- Angle: “Daniel and the sales team have been evaluating us — I wanted to make sure you had what you need on your side before we move the proposal forward.”
Touch 2 — Daniel R., VP of Sales (stale thread)
- Angle: “Wanted to check whether the proposal raised any questions on your end before I loop in your CFO — don’t want to escalate something you haven’t had a chance to review.”
- Note: Don’t skip this touch before contacting James. Escalating to the CFO without warming the champion first is the move that damages trust.
Touch 3 — Sandra V., Head of Revenue Operations (important gap)
- Verified work email: s.v@[company].com (confirmed via Lusha)
- Angle: “Priya mentioned RevOps is usually involved in vendor sign-off at this stage — wanted to make sure you had visibility before the proposal moves forward.”
Buying group mapped and contacts validated via the Lusha connector, May 21. Gmail engagement data from live session. Names and contact details abbreviated for privacy.
Why use Lusha in Claude
AEs touch the people they know and call it multi-threaded. The buying group is bigger than that — and the gap that kills a deal is usually the one nobody mapped. Lusha in Claude pulls the verified contacts by role family in one pass, then Gmail shows what’s already been touched and what’s gone quiet. The deal-stage framework does the gap analysis automatically — a missing economic buyer at Discovery is fine, at Proposal it’s a problem. You get the gaps ranked by what they cost you at your current stage, with contacts and angles attached, without leaving Claude.
Data drawn from 300M+ verified contacts under GDPR, CCPA, SOC 2, ISO 27701, ISO 31700, and TRUSTe.
FAQ
What deal stages does this work for?
All four — Discovery, Proposal, Negotiation, Closing. The gap framework adjusts what counts as critical vs acceptable at each stage. A missing economic buyer at Discovery is noted but not flagged critical. The same gap at Closing is a hard stop.
What if Lusha doesn't return a full buying group?
Thin results are flagged as structural gaps — the prompt tells you which role family is missing and that it may need manual research. A thin buying group is real information: it usually means the company is small, the function is lean, or the contacts haven’t been indexed. Ask directly on your next call who else is involved in the decision.
What counts as a stale thread?
14 days of no reply at an active deal stage. The threshold is intentionally short — a week of silence at Proposal is normal, two weeks is a signal worth investigating before you keep moving the deal forward.
Should I contact the CFO before warming my champion?
No — and the prescribed touch sequence in this play reflects that. Touch 2 (champion re-engagement) is sequenced before Touch 1 (CFO outreach) for exactly this reason. Escalating to the economic buyer before your champion knows you’re doing it is the move that gets deals killed.
Can I run this at the start of a deal, before I've touched anyone?
Yes. Put “none” in the contacts-touched field. The play returns the full buying group with all roles flagged as untouched, and prescribes the first two or three contacts to prioritize at Discovery stage.
How is this different from the signing call validation play?
The signing call play is a single-moment check right before ink — confirms the signer, validates attendees, scans for structural risk. This play is the ongoing coverage tool for the whole deal cycle — who’s in the buying group, who you’ve missed, what’s gone quiet. Different moment, different output.
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