Hey {{first_name | CS Pro}},

Last week we tackled the mindset behind commercial conversations. This week, it's time to get tactical. Because knowing you should be more commercial is one thing, and actually doing it on a live call with a customer you care about is a totally different beast. So here's my full playbook for talking about money without sounding slimy or salesy. Let's build the bridge.

Here's why this one works. It doesn't start with money. It starts with value, and it builds a logical path so that by the time you reach the commercial part, it feels obvious instead of awkward.

1⃣ anchor in results. Start with what this exact customer has already achieved. Not a metric like "adoption is at 85%," but a business result like "your team cut onboarding from 45 days to 22 days." Business results are the currency of a commercial conversation.

2⃣ name the gap. Point out where there's still untapped potential. You know which features they're underusing and which teams could benefit. Something like, "your customer-facing team uses the platform really well, but your ops team is still reporting manually. If we brought them in, that workflow could be cut in half."

3⃣ quantify the impact. Put a number on it. "That's roughly 200 hours a year back, about $13,000 in recovered capacity, with a payback period under three months." You're not selling, you're doing the math your customer's CFO wants to see.

4⃣ make the recommendation. This is where most of us bail and go passive with "just thought I'd flag it." Don't. Say, "my recommendation would be to expand your licenses to include the ops team. I can put together a proposal with scope, investment and timeline. Would that be helpful for our next meeting?"

5⃣ navigate the response. They'll say yes, not right now, or push back on price. Stay curious and grounded in value. And if it's the price, do not defend it. Reconnect to the results instead.

Renewals: open with the road ahead, not an apology. "Your renewal is about 90 days out. Before we get into logistics, let's step back and look at what we've accomplished and where we can drive even more impact." Then walk the bridge. By the time the paperwork lands, the renewal is a formality, not a negotiation.

Expansion: when a customer mentions a new team or initiative, transition with a story, not a pitch. "That's exactly the kind of use case where I've seen other customers get a big lift from this feature. Can I share a quick example?" It's pattern recognition, not pressure.

The dreaded "we're evaluating other options": breathe. This is information, not rejection. Ask, "what's driving the evaluation? Is there something specific you're not getting from us, or is this a standard procurement process?" That one question tells you whether it's a real threat or a checkbox exercise.

Last week I asked you to identify one customer where you see a commercial opportunity and write down what you'd say. This week, go have the conversation. Pick one call, a review, a check-in, whatever you've got, and run the value bridge. Anchor in their results, name a gap, quantify it even if it's rough, make a real recommendation, then navigate their response.

Afterward, write down three things: what went well, what felt uncomfortable, and what you'd do differently next time. That reflection is where the growth happens, because this is a skill, and skills get sharper with reps.

Then take a screenshot and tag me on LinkedIn. I want to be your accountability coach and celebrate the win with you.

Want all the language and scripts in full? Have a listen to the latest episode on Spotify, Apple Podcasts, or YouTube, and let me know what you think.

I hope you enjoyed this week’s newsletter.

If you have any questions or suggestions, please feel free to contact us.

Cheers to your CS success,

Anika