How to Handle:
“The CEO needs to be involved”
The prospect is indicating that the CEO has final authority on this purchase. This is common for strategic initiatives, large purchases, or at smaller companies where the CEO stays hands-on with decisions.
Why Prospects Say This
CEOs get involved in purchases that are strategic, expensive, or highly visible. Sometimes this is a genuine requirement; other times it's used to stall or add friction to slow down a sale. Either way, you need to prepare for a C-level conversation.
Best Responses
The Executive Prep
“That makes sense for a decision of this magnitude. When you bring this to your CEO, what's the one thing they'll care about most? Is it the financial impact, the strategic fit, or something else? I want to make sure we frame this in a way that resonates with how they think.”
Why It Works
Shows you understand executive priorities. Gets you insight into what matters most at the top.
Best For
Strategic purchases, transformational projects
The Executive Briefing Offer
“CEOs are busy and value their time. Would it be helpful if I prepared a 5-minute executive briefing that covers the business case and expected ROI? That way you have something concise to share that respects their time.”
Why It Works
Creates a deliverable that makes your champion's job easier. Shows you know how to communicate with executives.
Best For
Time-constrained executives, complex solutions that need simplification
The Direct Access Request
“I'd love the opportunity to present directly to your CEO, even for a brief conversation. Is that something you could facilitate? I've had similar conversations with CEOs at [similar company names] and can make it highly relevant to their priorities.”
Why It Works
Shows confidence and that you're experienced with C-level conversations. Peer references add credibility.
Best For
High-value deals, when you have relevant CEO references
The Timeline Clarifier
“Absolutely, CEO involvement is important. How do decisions like this typically get on their calendar? Is there a regular cadence for these discussions, or do they happen ad hoc?”
Why It Works
Helps you understand timing and process without being pushy about direct access.
Best For
Formal organizations, companies with structured decision processes
Do's and Don'ts
Do This
- Prepare an executive-level summary—short, focused on business outcomes
- Understand what specifically matters to this CEO (growth, efficiency, risk, etc.)
- Offer to present directly or at minimum provide presentation materials
- Research the CEO's background, priorities, and public statements
- Frame everything in terms of business impact, not features
Don't Do This
- Send lengthy technical documents to a CEO
- Assume your main contact can effectively sell to the CEO without support
- Focus on features instead of business outcomes
- Underestimate the CEO's sophistication or time constraints
- Push too hard for direct access if it's clearly not appropriate
Follow-up Questions to Ask
“What does your CEO typically prioritize—growth, efficiency, risk mitigation?”
“How does this decision align with the company's strategic priorities?”
“When would be the right time to involve the CEO in this conversation?”
“What concerns do you think your CEO might raise?”
“Have you seen similar initiatives get CEO approval? What made the difference?”
Industry-Specific Variations
“Our CEO is very hands-on with vendor decisions.”
“Tech CEOs often want to understand the product deeply. Would it be valuable to arrange a brief product demo directly with them? I can focus on the strategic capabilities rather than getting into the weeds.”
“The managing partner needs to approve all significant expenditures.”
“Managing partners are focused on profitability and client outcomes. I can prepare a brief showing expected ROI and how this supports client delivery. Would it be helpful to present that together?”
“Our CEO and CMO both need to sign off.”
“Having both the CEO and CMO involved ensures clinical and business alignment. We could prepare two perspectives—one on business outcomes for the CEO and one on clinical impact for the CMO. Would a joint meeting work?”
Pro Tips
- CEOs speak in outcomes, not features. Convert everything to revenue impact, cost savings, or risk reduction.
- Research the CEO's background on LinkedIn and in recent interviews. Reference shared experiences or stated priorities.
- A CEO's time is their scarcest resource. Respect it by being concise and prepared.
- If you can't get direct access, coach your champion exhaustively. Role-play the CEO conversation with them.
- CEOs often make gut decisions about people before evaluating solutions. If you get face time, focus on building trust, not just presenting slides.
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