Podcast episode
The $30M One-Pager: How Top Reps Build Business Cases That Actually Close | Bite-Sized Tactics
30 Minutes to President's Club2 Jun 20257 min
Description
Nate’s Business Case Template One of the largest deals Nate (Co-Founder @ Fluint & Chief Growth Office @ Global Venture Network) ever closed—$30M—was won with a single, unbranded page. No logos. No design. Just black text on white paper. Why? Because it felt internal to the customer—not like a vendor pitch. The structure? Just 5 parts: 1. Priority-Driven Headline – Use the exec’s own language 2. Problem Statement – Frame the problem in a way that aligns with what you uniquely solve 3. Recommended Approach – Highlight 3 key things only you can do differently 4. Target Outcomes – Flip the problem into clear, metric-driven results 5. Required Investment – Be honest about time, money, and effort—don’t minimize it The key? Anchor the entire narrative in what the executive already cares about. If it sounds like an internal initiative, it gets bought in like one. RESOURCES DISCUSSED Join our weekly newsletter Things you can steal Save $50 on any 30MPC course with code “PODCAST” Nate's Business Case 30MPC Training: 30mpc.com/training
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Every place a page here uses this source, in the order the words come in it.
me something. And if it's going to the executive, it has to feel internal. So it's counterproductive. The good news is you don't have to be a designer because the most effective is just black font, white page. That's it. Five parts of it are priority-driven headline, problem statement, recommended approach, target “outcomes, and then required investment.” Let's start with the priority-driven headline. You used very specific language in the takeaway. You called it something that the executive is already sold on. I'm hoping that you could explain that a little bit more. Yeah.
And so if we can not only, one, talk about the extent of the problem and why it's growing worse as they change, then what we can do is we can frame the problem in a way where now we're always thinking in the back of our mind, hey, we do augmented VR furniture visualizations and kind of 3D models. We know that, right? “So the question is, can we frame the problem in a way that relates back to what we can” solve where there's consensus? Everybody agrees. Yeah. That's the right way to define this problem. The next piece is the recommended approach. And I'm wondering if you could speak to what that should look, feel, and sound like. This is where you begin to go back to all of the different paths that they could take in order to move the priority, increase revenue, is it new sales?
And this is where you bullet point three specific things that you can do differently or uniquely to bring that approach to life. People talk a lot about the idea of like a trap setting question or unique differentiator. This is where it comes out to say, if we agree, that's how we solve the problem. This is why us, that's right inside of there, three bullets. “And again, back to, it has to be led with or in the context of the problem.” Okay. So then let's walk through the final two pieces and let's talk about what you actually do with this business case, target outcomes and required investment. Okay. So target outcomes. This is where you talk about the return when you follow that approach, and this should mirror or flip the problem statement on its head. So if you're talking about abandoned carts or you're talking about, let's say an order
Okay. So target outcomes. This is where you talk about the return when you follow that approach, and this should mirror or flip the problem statement on its head. So if you're talking about abandoned carts or you're talking about, let's say an order bundle rate, the outcome has to use the same metrics that you used in the problem and show the gap or the difference between this is where you are today. “This is where you will be by a specific date or point in time.” And so when you put those two things side by side, three metrics, current future becomes Crystal clear on, okay, what can we expect? And this is the last piece. Why would we make the investment? And where most people go wrong is they talk about the required investment in one of two ways. Either one, they only talk about the commercials. They don't think about the project owners,
And so when you put those two things side by side, three metrics, current future becomes Crystal clear on, okay, what can we expect? And this is the last piece. Why would we make the investment? And where most people go wrong is they talk about the required investment in one of two ways. Either one, they only talk about the commercials. They don't think about the project owners, “the people, time, the energy that's required.” And then second, they try to minimize that. And they want to say like, hey, it's going to be easy, fast to get started. And what you actually want to do is you want to be ruthlessly specific and realistic and say, we are not going to hit this outcome that we just talked about above. If you're not prepared to make this investment because what you're doing is you're making your numbers right before it far more believable
And what you actually want to do is you want to be ruthlessly specific and realistic and say, we are not going to hit this outcome that we just talked about above. If you're not prepared to make this investment because what you're doing is you're making your numbers right before it far more believable when you're just real to say, hey, you're going to see a range “or a sliding scale of outcomes prepared on what you are” or are not going to invest. Today's show is brought to you by Responsive,
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