# Meeting Minutes

## Metadata

| | |
|---|---|
| Organisation | Not stated |
| Reference | Not stated |
| Meeting | Review Lean Generation Pipeline |
| Date | Not stated |
| Duration | Not stated |
| Attendees |  |

## Objectives

Sense-check a proposed lean lead-generation pipeline before running a manual test and potential AI-supported pilot.

## Executive Summary

The team reviewed a proposed pipeline for turning market and client-delivery signals into qualified sales opportunities for Keon and Liam. The process would capture signals, triage noise, check Salesforce, create opportunity packs, prioritise opportunities with sales input, plan outreach and feed results back into the funnel. Keon confirmed that client delivery is likely the strongest lead source, while Jack emphasised the need to define ICP criteria and build quality into the process before automation.

## Key Discussion Points

| Topic | Discussion | Outcome |
|---|---|---|
| Topic 1 | Lead-generation process designed to produce sufficiently qualified leads for Keon and Liam. | See discussion |
| Topic 2 | Need to sense-check the proposed process against real sales practice before scaling it. | See discussion |
| Topic 3 | Client delivery is expected to be a strong source of high-quality leads because consultants are close to active customer needs. | See discussion |
| Topic 4 | Proposed phased approach: small manual slice, four-week mixed manual and AI pilot, then automation if quality and volume are acceptable. | See discussion |
| Topic 5 | Signal sources include inbound enquiries, referrals, client delivery, events, ZoomInfo, client websites, newsletters and market news. | See discussion |
| Topic 6 | Need to triage noisy signal sources and manually clean or filter low-quality information. | See discussion |
| Topic 7 | ICP fit criteria need to be defined clearly to reduce poor inputs at the start of the process. | See discussion |
| Topic 8 | Salesforce matching and checking is needed before opportunity packs are generated. | See discussion |
| Topic 9 | AI-generated opportunity packs would support prioritisation of tiered opportunities. | See discussion |
| Topic 10 | Keon, Liam, Kathryn and a BD representative would review opportunities and decide which to pursue. | See discussion |
| Topic 11 | Opportunity planning may include known contacts, LinkedIn connections, email, calls or conference outreach. | See discussion |
| Topic 12 | Outcomes from pursued opportunities should feed back into the funnel so the process can improve. | See discussion |
| Topic 13 | Current client-delivery leads are sometimes emailed to Liam or logged as Salesforce tasks, but tracking is inconsistent. | See discussion |
| Topic 14 | Incentivising consultants for lead generation has been considered but has not yet been used and may not change behaviour. | See discussion |
| Topic 15 | Keon confirms that the strongest leads are likely to come from client delivery on the ground. | See discussion |

## Actions

| Owner | Action | Due |
|---|---|---|
| Conor and Jack | Take a small manual slice of the proposed lead-generation process and test whether it produces the required lead quality. | Not stated |
| Conor and Jack | Run a four-week mixed manual and AI pilot if the manual test produces useful volume and quality. | Not stated |
| Team | Define the ICP fit criteria so poor-quality signals can be filtered earlier in the process. | Not stated |
| Sales and client-delivery team | Clarify how client-delivery lead signals should be captured and tracked, including whether they should be recorded consistently in Salesforce. | Not stated |