File: stage-1-01-interview-notes.md

ClearCompare: Interview Notes (Stage 1, test mode)

Date: 20-Oct-26 Interviewer: Gary Stakeholder: Priya, Chief Commercial Officer (played by Ovy from stakeholder-file.md) Questions used: 7 of 7

Q1 (Why / What). What's the business problem, and why does it matter now?

"Revenue per lead dropped 9% last quarter. Marketing blames sales, sales blames lead quality, and finance says it's clawbacks. I need to know which."

Probe: What happens if nothing changes in the next 6 months?

I don't know.

Q2 (What). What are the 2 or 3 outcomes the business is trying to achieve, and how would you know each one is happening?

- Grow net commission revenue profitably
- Convert leads more efficiently
- Explain performance changes within a day, not a week
"On numbers: cut cost per acquisition on paid search, lift health insurance conversion back to 11% (it's 9.4% now), and reduce 90-day clawbacks."

Q3 (Who). Who will use this, and what decisions will they make with it?

- "Me and the exec team, weekly, in the Monday exec meeting"
- "Vertical heads and marketing, daily"

Probe: What format: screen, phone or board pack?

I don't know.

Q4 (Why / Action). For each outcome, what do you want to know, and what would you do if it went off track?

- "When a number moves, the dashboard tells me why before anyone asks."
- On revenue: "Partners claw back commission if a health or life policy is cancelled within 90 days. Reporting today shows gross revenue."
- On specific actions and who would act: I don't know.

Q5 (When). What targets and dates are you working to?

- Health conversion back to 11%
- Other target values and dates: I don't know

Q6 (Where). What data exists today, and what do you trust or not trust about it?

- Leads, contacts, sales (with clawbacks), marketing spend by day and channel, and complaints. 24 months of history. Tableau and Snowflake
- "6% of sales can't be matched back to a lead (manual partner uploads). Manila call outcomes were in a separate system before Mar-25."

Q7 (Constraints). Anything I must or mustn't do: privacy, tools, chart likes and dislikes?

- "We're financial services: complaints and compliance breaches must stay visible."
- "Agent-level data is fine for team leaders but not on the exec view."
- "Show me a bridge from last quarter to this quarter. I hate funnels that don't add up."

Checklist status at the end of the interview

Playback (as given)

"Here's what I've heard. The problem is that net revenue per lead fell about 9% last quarter and the business can't tell whether mix, conversion or clawbacks drove it, so teams argue instead of act. You want to grow net commission revenue profitably, convert leads more efficiently, and explain any movement within a day. You and the exec team will use this weekly to decide where to push or pull marketing spend and sales effort; vertical heads and marketing will use it daily. The five KPIs that drive action are net revenue per lead, lead-to-sale conversion, cost per acquisition, speed to contact and the 90-day clawback rate, with the owners and thresholds in the table. I've parked 4 Nice to Haves. Still open: target dates, action owners, the format and the clawback reporting rule. Is this right?"
Stakeholder (test mode): no further information in the file → confirmation passes to Adam at the Stage 1 gate.