Works inbound and outbound leads to qualification and hands them to an account executive.
Contacts
The people at each account: who they are, who they report to, the part they play in a purchase, and whether you may contact them.
YouActive
| First Name | Last Name | Account | Job Title | Department | Seniority |
|---|---|---|---|---|---|
| First 636 | Last 891 | ACC-41042 | Active cnt-643 | Executive | CLevel |
| First 174 | Last 323 | ACC-63075 | Active cnt-165 | Finance | VP |
| First 546 | Last 541 | ACC-36547 | Active cnt-741 | Operations | Director |
| First 232 | Last 868 | ACC-71958 | Active cnt-403 | IT | Manager |
| First 859 | Last 501 | ACC-78091 | Active cnt-878 | Procurement | Individual |
| First 383 | Last 626 | ACC-40029 | Active cnt-617 | Sales | CLevel |
The contact record
Department and seniority are selects because the reports group by them. A manager asking whether the team is talking to finance on the deals stuck at proposal needs those two fields filled the same way on every contact.
| Field group | What it holds |
|---|---|
| Identity | First and last name, job title, email, phone, mobile, LinkedIn URL |
| Placement | The account they work at and, where it matters, the site they sit at |
| Organisation | Department (executive, finance, operations, IT, procurement, sales, marketing, legal) and seniority (C-level, VP, director, manager, individual) |
| Reporting line | Who they report to, which builds the org chart on the account |
| Ownership | The user responsible for the relationship |
| Consent | Email opt-in, where the consent came from and when |
| Status | Active, left the company, bounced, or do not contact, plus the last activity date |
Buying roles on a deal
The same person is a champion on one deal and a blocker on another. The role therefore lives on the deal, in the opportunity contacts list, and the contact record stays the master of who the person is. On each deal, every contact involved is listed with a buying role and a stance:
Stance is supportive, neutral, opposed or unknown, and the date each person was last contacted sits beside it. A stage’s exit criteria can require that an economic buyer and a champion are identified before a deal leaves discovery, which is how the manager stops a deal reaching proposal with one contact on it.
| Buying role | Who it usually is |
|---|---|
| Economic buyer | The person whose budget pays and who can say yes without asking |
| Champion | The person inside who wants this to happen and sells it when you are not in the room |
| Technical evaluator | The person who tests it against requirements and can say no |
| Influencer | A person the buyer listens to, without formal authority |
| End user | The people who will use it every day |
| Procurement | The person who runs the commercial process and negotiates terms |
| Legal | The person who reviews the contract |
| Blocker | A person working against the deal, whether for a competitor or for the status quo |
Consent and status
EmailOptIn records the email preference alongside its source and date. The current ConsentSource choices also include business context, so that field alone cannot be treated as proof of consent. Channel rules and suppression must be configured with the customer’s policy before connecting outbound tools. DoNotContact is checked independently of opt-in, and disabling email opt-in does not grant permission to use another channel.
A confirmed delivery failure can flag a contact as Bounced. A departure report requires review by the responsible user before changing Status to LeftCompany; an out-of-office reply alone is insufficient. The change is visible on the account and the deals involving that contact so the owner can review the buying committee.
Reporting lines and the org chart
Reports-to links contacts into a tree per account. The org chart is drawn from it on the account page and in the relationship map on the account plan, so an executive sponsor can see at a glance who above the champion has not been met.
Keeping contacts clean
Duplicates are the usual failure. The system matches on email and on name plus account when a contact is created or imported, and offers the existing record. A lead that converts against an existing account is matched to the existing person the same way, and the lead’s activities move onto that contact. Sales operations can merge duplicates, and the merge moves activities, deal roles and consent history to the surviving record with the merge logged.
Modules
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Accounts
The company record everything else hangs off: hierarchy, sites, ownership by territory, the account team and the yearly plan for the accounts that matter most.
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Contacts
The people at each account: who they are, who they report to, the part they play in a purchase, and whether you may contact them.
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Pipeline
Leads in, opportunities through the stages, a next step with a date on every deal, and a history that shows how each one really moved.
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Quotes
Priced proposals built from a price book, versioned as the deal moves, and approved by the right person whenever a rep goes past their authority.
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Activities
Every call, meeting, email, demo, task and note, logged against the account and the deal, synced from mail and calendar, and rolled up into the fields managers sort on.
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Renewals
The contract a won deal becomes, the notice deadline and lead time on it, the renewal opportunity the system opens in time, and the expansion sold on top.
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Forecast
Forecast categories on every deal, a quota per rep per period, a weekly submission with commit and best case, and a manager review that is kept alongside it.
Roles and permissions
Owns the accounts, contacts, opportunities and quotes in their territory and submits the weekly forecast.
Owns customers after the win: contracts, renewal risk, renewal and expansion deals.
Owns territories, stages, quotas, sources, campaigns, rates and data hygiene, without a book of business.
Related processes
Lead to deal
From a lead arriving to a signed contract handed to customer success: routing, qualification, acceptance, proposal, negotiation, the bookings check and the handover, with the gates where a person decides.
6 stages · 3 approvals
Renewal
From a contract's notice deadline to the next contract signed: the opportunity the system opens, the risk call, the renewal quote and approval, and what happens when the customer says no.
6 stages · 2 approvals