Buyer Ranking
Qualified prospects ranked by likelihood to close
DJs of Charleston / MTJM LLC
Timing
NOW — Active beta, team assigned, CEO champion. Already using Magiq daily.
Budget Fit
UNKNOWN — HIGH RISK. Free beta. Pricing never discussed. Small business — budget sensitivity likely. Conversion from free→paid is the #1 risk.
Feature Gap
20 (weighted)
Primary Blocker
Free→paid conversion. Taylor is getting full value at $0. No pricing has been proposed. Team member (Mariel) thinks Magiq is Zapier. High feature count but most are growth features, not blockers to current use.
Next Action
Introduce pricing. Frame as: "Beta period ends [date]. Here's the paid plan." Don't wait for all 6 features.
Close probability: HIGH — Already onboarding. Champion is selling internally. But revenue = $0 until pricing is introduced.
District Cover
Timing
NOW — Post-funding, actively repositioning ops, identified ownership gap mid-call. "Now's the right time."
Budget Fit
STRONG. Post-funding = budget exists. $5K/month mentioned by Giancarlo without sticker shock. Patrick's concern is value/fit, not cost.
Feature Gap
10 (weighted)
Primary Blocker
No proposal made. Giancarlo mentioned $5K but didn't propose with scope/timeline. Patrick has nothing to say yes to. Seller-side gap, not buyer-side. Secondary: internal team already working on efficiency — needs differentiation.
Next Action
Send the email Patrick requested — but make it a proposal (scope + price + timeline), not "high-level thoughts." Ask to join the Brianna/Dane conversation.
Close probability: HIGH — Best force balance in corpus (7 > 4.5). Lowest feature gap of any qualified prospect. Closable with a scoped proposal in the follow-up email.
Canopy Storm (Homeowners MGA)
Timing
NOT YET — Pre-operational. Operations tentatively October. 6+ months away from needing the tool day-to-day.
Budget Fit
LIKELY OK. Has capacity partner (Nafila). Fundraise implies budget. But pricing deferred to "tail end" — Giancarlo offered 8 months free.
Feature Gap
14 (weighted)
Primary Blocker
Timing. Geoffroy won't need Magiq operationally until October. Risk: 8 months of free consulting before any revenue. The "tail end" pricing strategy means Giancarlo does the work first, negotiates price later — from a weaker position.
Next Action
Set a pricing milestone NOW: "Consulting phase is $X/month. Platform phase starts when you go operational in October at $Y/month." Don't wait for the tail end.
Close probability: MEDIUM-HIGH — Strongest pull signal in corpus ("super attractive"). But months away and pricing is deferred. Revenue at risk of being $0 for the entire engagement.
PestShare (Founder)
Timing
UNCERTAIN — VP of Ops evaluating competitors without Giancarlo in room. Snowflake data migration pending. No timeline set. 130 min invested, zero progression.
Budget Fit
UNKNOWN — NEVER DISCUSSED. Giancarlo said "we need to charge something" then immediately undermined it. Justin asked for commercial engagement in Call 1 — Giancarlo never responded with an offer. Budget likely exists (funded startup).
Feature Gap
16 (weighted)
Primary Blocker
Three blockers stacked. (1) No pricing proposed despite 130 min across 2 calls. (2) VP of Ops evaluating competitors without Giancarlo present — could lose deal without knowing it. (3) Highest feature gap in corpus — Justin's core need (risk-based pricing) is a significant product build, not a configuration.
Next Action
Get in the room with VP of Ops. Propose a paid pilot for ONE use case (process standardization, not risk pricing — that's a bigger build). Create a decision point with a deadline.
Close probability: MEDIUM — Justin is a genuine champion who articulated Magiq's value prop better than Giancarlo does. But 130 min with zero commercial progression, competitors in evaluation, and highest feature gap make this the hardest qualified deal to close.
ShuttleBee (Commercial Auto MGA)
Timing
STALE — Single call in December. Product was never pitched. Kristina referred Giancarlo to a competitor (Deal #9), suggesting she may have mentally moved on. No follow-up documented.
Budget Fit
UNKNOWN. Never discussed. Kristina is evaluating vendors and worried about tech debt — price sensitivity signals present but unquantified.
Feature Gap
12 (weighted)
Primary Blocker
Product was never pitched. Giancarlo spent the entire call in advisory mode. Kristina and Somil described Magiq's value prop unprompted — but were never shown the product or given a reason to buy. Deal went cold. Kristina's positioning of Magiq as "the process side" (Deal #9) suggests she doesn't see Magiq as a product she'd buy.
Next Action
Re-engage with a specific offer tied to the broker rejection: "I can build your carrier-ready ops package in 30 days. Here's what it looks like and what it costs." Correct the positioning gap — show the product, not just the advisory.
Close probability: LOW-MEDIUM — Real pain exists (broker rejected UW program). Somil described the value prop unprompted. But the deal is 3+ months cold, product was never shown, and Kristina may see Magiq as consulting, not a product. Reopenable but requires re-engagement.
What's Preventing Revenue?
No proposal made — 5/5 qualified deals (100%)
Every deal lacks a scoped offer with price + timeline + deliverables.
Pricing not proposed — 4/5 qualified deals
Only Patrick heard a number ($5K/month), and it was mentioned, not proposed.
Positioned as consultant, not product — 3/5 qualified deals
Prospects see Magiq as consulting with an optional tool.
The blocker is not product, not timing, not budget — it's the absence of a commercial offer.
Unqualified Prospects (4)
Pre-operational. No pain. No timeline.
Connector, not buyer. Offered podcast + ITA intros. Vague next steps.
Referral via Justin. 20-min monologue before discovery. BDR outsourced. Prospect wants "agents and bots" (method, not outcome). Needs Connor for CS decision.
5-6 person team, no SOPs, no scaling pressure. Giancarlo opened with "no real ask." Half the call was RingCentral help for a different client. No pain, no pipeline. SDCA: Cat 1 (No Real Pain).