Rohan, 27: the pitch that sounds like every competitor's

Planned for release phase 2. The page is complete as a draft; interactive parts run in the browser and do not yet save to an account.

1. Step 1 — Define the End State

   "Walk into a plant HR head's office and, in the first four minutes, say one thing about their situation that none of the other five would say — something that makes her lean forward. Leave with a next meeting, not a 'send me the deck'." Audience: one named prospect, a plant HR head in Chakan, and the CFO she will have to convince afterwards.

2. Step 2 — Map the Flow

   His list: understand what the six competitors actually claim (not features — claims), find what his product does that matters to a plant specifically, build a four-minute opening, then the deck. AI review adds two gaps: talk to three existing plant customers about why they chose him — he had never asked — and look at the competitors' lost-deal reasons on review sites, which are public and specific. It suggests "build a battlecard for each competitor"; he takes it in smaller form: one page, all six.

3. Step 3 — Assign Tasks

   Reading and summarising six competitors' websites, pricing pages and reviews: AI, verifiable, low cost, generate. Deciding what his real differentiator is: his — it lives in the customer calls, which are context only in his head after he makes them. Drafting ten possible four-minute openings: AI generates; he chooses and rewrites. The pitch itself: his voice, only.

4. Step 4 — Select the Tool

   A conversational tool with web access for competitor research, because accuracy matters and it will be repeated. A transcription tool for the three customer calls. The deck stays in whatever marketing uses.

5. Step 5 — Prepare and Direct

   Criteria for the research: every competitor claim must link to a source; list their three most common complaints, quoted; no adjectives. For the openings: must mention something specific to a manufacturing plant, must not contain the word "solution", must end in a question. Written before he sees a single draft.

6. Steps 6 and 7 — Execute and Evaluate

   The research passes: sourced, specific, and revealing — three competitors' reviews complain about shift-roster handling, which his product does well and marketing never mentions. The customer calls confirm it: all three chose him for rosters. The ten openings mostly fail the "solution" criterion and are generic; two survive. He rewrites one in his own words around a roster story from a Chakan customer.

7. Step 8 — Integrate and Stress-Test

   Assembled: research page, the opening, a deck reordered to lead with rosters. Small fix: the deck still has the tick-box slide; he cuts it. Structural: the CFO audience he named in Step 1 has nothing in the pitch — a Step 1 audience never carried through Step 2. He adds one slide with a roster-cost number and the criterion that it must be defensible to a finance person.

What changed

The next plant HR head leans forward at minute three, when he describes the night-shift roster problem in her own words. The competitor spreadsheet still exists. Nobody opens it.

A composite case, not a client engagement; the person is invented, the situation is not.