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Discovery — Acme Corp

Acme Q3 Expansion · Mar 12, 2026 · 5m 12s

Score 8.2 / 10
Talk ratio
52%
Rep vs prospect
Sentiment
Positive
Questions asked
6
Longest monologue
38s
Key moments
5
Next steps
3
AI Summary
Strong discovery call with Acme's VP of CX. Rep uncovered a $400K/quarter handoff-delay pain, quantified it, and matched it to a Gainsight-integrated solution. Prospect committed to a follow-up working session and named a second stakeholder (Maya, RevOps). Main risk: pricing was revealed before a clear ROI anchor — recommend leading the proposal with payback period.
Key moments
Pulled directly from the conversation.
discovery

It's mostly the handoffs. Sales closes a deal, then implementation has to re-collect half the info because it lives in three different tools.

01:42

discovery

We modeled it at around $400K in delayed expansion. Plus the customer experience hit, which is harder to put a number on.

02:18

objection

We already use Gainsight. I don't want another tool we have to babysit.

03:24

positive

We integrate with Gainsight natively — most customers keep it for health scoring and use us for the structured intake piece.

03:51

close

Send the architecture doc and the proposal. I'll loop in our RevOps lead — her name is Maya — and we can do a working session next week.

05:02

Rep: Hi Sarah, thanks for hopping on. Before we dive in — how's your week going?
Prospect: Honestly, pretty hectic. We just wrapped Q2 planning and the board wants us to cut onboarding time in half.
Rep: That tracks with what I'm hearing across the market. Out of curiosity, what's making onboarding drag right now — is it the manual data entry, the handoffs between teams, or something else?
Prospect: It's mostly the handoffs. Sales closes a deal, then implementation has to re-collect half the info because it lives in three different tools.
discovery
Rep: Got it. So if I'm summarizing — closed deals are stalling for 2–3 weeks in handoff, and your CSMs are basically re-interviewing customers. How much revenue do you think that's costing per quarter?
Prospect: We modeled it at around $400K in delayed expansion. Plus the customer experience hit, which is harder to put a number on.
discovery
Rep: That's a real number. Let me show you how teams like Linear and Ramp solved exactly this with us — they unified intake so the same form pushes into Salesforce, the implementation tracker, and the CSM playbook. Want me to walk through their setup?
Prospect: Yes, but I should mention — we already use Gainsight. I don't want another tool we have to babysit.
objection
Rep: Totally fair. We integrate with Gainsight natively — most customers keep it for health scoring and use us for the structured intake piece. It's not either/or. Would it help if I sent over the integration architecture doc?
positive
Prospect: That would be useful. What's pricing look like for a 40-person team?
Rep: For 40 seats on the Growth plan you're looking at around $32K annually, which usually pays back within the first quarter from the time savings alone. I can put together a custom proposal with the Gainsight integration scoped in.
Prospect: Okay. Send the architecture doc and the proposal. I'll loop in our RevOps lead — her name is Maya — and we can do a working session next week.
close
Rep: Perfect. I'll have both in your inbox tomorrow morning and I'll send a calendar invite for Tuesday or Wednesday — what works better for you and Maya?
Prospect: Wednesday afternoon.
Rep: Done. Thanks Sarah — talk Wednesday.
Personalized coaching
Specific things to do differently next time.
Layer one more discovery question before pitching the integration.
"Before I show you how that fits — what does 'babysitting a tool' look like for your team today? I want to make sure we're not adding to that."
Anchor pricing to the customer's own number.
"You mentioned $400K in delayed expansion — at $32K annually, you're recovering that in roughly the first 30 days of the quarter."
Scorecard
discovery8.5 / 10

Strong open-ended questions about handoff pain and quantified revenue impact.

objection handling7.8 / 10

Reframed Gainsight overlap well — could have asked one more question before pitching integration.

value articulation8.2 / 10

Tied solution to the $400K delayed-expansion number prospect shared.

next steps9.1 / 10

Concrete, owner-named, day-of-week locked.

talk ratio7.5 / 10

Rep ~52% — slightly heavy on the pricing reveal.

Insights & risks
Quantified pain ($400K delayed expansion) — anchor this in the proposal exec summary.
Prospect named the next stakeholder (Maya, RevOps) — already a multi-threaded deal.
Locked a specific day for follow-up instead of 'next week sometime'.
Gainsight overlap could resurface — confirm RevOps lead doesn't see it as duplicate tooling.
Pricing dropped without ROI framing first; consider leading with payback period in proposal.
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