File: stage-1-02-meeting-script.md

ClearCompare: Requirements Meeting Script (Stage 1, simulated)

Test case. ClearCompare is a made-up organisation. Priya is played by Ovy, answering only from stakeholder-file.md. Anything not in that file gets "I don't know". Items marked "only if asked" are given only when Gary's question touches them.

How to read this script

• Bold name: who is speaking
• Italic lines in brackets: Gary's private notes, not said out loud
• ✅ marks a stopping-checklist line Gary ticks off as it's covered

Gary's meeting summary

Main points

• The real problem: net revenue per lead fell about 9% last quarter, and nobody can split the fall into its causes. Marketing, sales and finance each argue from their own report
• Three objectives: grow net commission revenue profitably; convert leads more efficiently; explain performance changes within a day, not a week
• One firm target: health insurance conversion back to 11% (now 9.4%). No dates given
• Revenue must be net: partners claw back commission on health and life policies cancelled within 90 days. Today's reporting shows gross revenue, which hides this
• Two audiences: the CCO and exec team weekly, at the Monday exec meeting; vertical heads and marketing daily
• Data: leads, contacts, sales with clawbacks, marketing spend and complaints, 24 months each, in Snowflake, shown in Tableau. 6% of sales can't be matched to a lead; Manila call outcomes are missing before Mar-25
• Must haves on the page: complaints stay visible; no agent-level data on the exec view; a bridge from last quarter to this quarter that adds up
• Top 5 measures proposed: net revenue per lead, cost per acquisition by channel, 90-day clawback rate, lead-to-sale conversion by product area, speed to contact
• Confirmed by Priya: the problem and the objectives. Not confirmed: every owner, action, date and target except health at 11%. These are Gary's proposals

Action items

Open questions for Priya

1. What are the target dates for each objective?
2. Who acts when each measure goes off track?
3. Will the dashboard be used on a screen, a phone or in a printed board pack?
4. Should the current quarter's clawbacks be estimated, since they take 90 days to land?

1. Opening (00:00 to 02:00)

Gary: Thanks for the time, Priya. I'm Gary. My job today is to understand the business problem, then agree with you which measures matter, why, and what someone does when one goes off track. I'll ask up to 7 questions, one or two at a time. At the end I'll play it all back and you tell me if I've got it right.

Priya: Fine. I've got 30 minutes. I want something I can use in the Monday exec meeting.

Gary: Understood. Anything I don't hear today I'll log as an open question rather than guess.

2. The problem (02:00 to 06:00)

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

Priya: 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.

(Gary: three competing explanations, three teams, no shared answer. The stated problem is "revenue per lead fell". The real problem looks like "nobody can split a movement into its causes". Check this in the playback, don't lead the witness.)

Gary (probe): What happens if nothing changes in the next 6 months?

Priya: I don't know.

(Gary: no cost-of-inaction figure. Log as open. Move on.)

✅ What: problem as stated captured

3. Outcomes and numbers (06:00 to 10:00)

Gary (Q2, What): What are the 2 or 3 outcomes the business is trying to achieve? And how would you know each one is happening: any numbers in mind?

Priya: Three things:

• Grow net commission revenue profitably
• Convert leads more efficiently
• Explain performance changes within a day, not a week

Priya: 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.

(Gary: the probe surfaced the three sub-objectives. Only one has a target value: health conversion at 11%. "Net" in the first objective matters: today's reporting may be gross. Ask about revenue rules in Q4.)

Gary: So the three objectives, with sub-objectives:

• Grow net commission revenue profitably: cut paid search cost per acquisition, reduce 90-day clawbacks
• Convert leads more efficiently: health conversion back to 11%
• Explain performance changes within a day: no sub-objective

Have I grouped those correctly?

Priya: Yes.

✅ What: 3 objectives and 3 sub-objectives

4. Audience and decisions (10:00 to 13:00)

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

Priya:

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

Gary (probe): What format: a screen in the meeting, on a phone, or a printed board pack?

Priya: I don't know.

(Gary: two audiences, two rhythms. Exec view weekly, operational view daily. Format unknown: open question. Decisions are implied, not stated: exec decides where to push spend and sales effort; vertical heads and marketing make daily channel and team changes. Label as Strong Inference.)

✅ Who: audience and rhythm · ⚠️ format open

5. What they want to know, and what they'd do (13:00 to 18:00)

(Gary: the most valuable question. Ask it per outcome.)

Gary (Q4, Why / Action): Take each outcome in turn. What do you want to know, and what would you do if it went off track?

Priya: When a number moves, the dashboard tells me why before anyone asks.

Gary: On revenue specifically: how is commission earned and reported today?

Priya: Partners claw back commission if a health or life policy is cancelled within 90 days. Reporting today shows gross revenue.

(Gary: this is the "only if asked" commission rule. It explains why finance blames clawbacks, and why gross reporting hides it. Net revenue per lead must be net of clawbacks, and the latest 90 days of clawbacks are still landing, so the current quarter is incomplete.)

Gary (probe): If revenue per lead or conversion went off track, who would act on it, and what would they do?

Priya: I don't know.

(Gary: no actions or owners given. A KPI without an action and an owner fails the Must Have test. I'll propose actions and owners as Working Hypotheses, clearly labelled, for Adam to sign off as subject matter expert. Never present them as Priya's words.)

✅ Why: why now and why each measure · ⚠️ actions and owners to be proposed

6. Targets and dates (18:00 to 20:00)

Gary (Q5, When): What targets and dates are you working to?

Priya: Health conversion back to 11%.

Gary: Any date for that, or targets for the other outcomes?

Priya: I don't know.

(Gary: one target value, no dates. Propose dates and FY26-based targets as Working Hypotheses. Log "target dates" as open.)

⚠️ When: one target, no dates

7. Data (20:00 to 24:00)

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

Priya: We've got leads, contacts, sales with clawbacks, marketing spend by day and channel, and complaints. 24 months of history. It's all in Snowflake, and we use Tableau.

Gary (probe): Anything you don't trust?

Priya: 6% of sales can't be matched back to a lead, because of manual partner uploads. And Manila call outcomes were in a separate system before March 2025.

*(Gary: five tables, 24 months each. Two known gaps:

• Unmatched sales (6%) understate conversion and can't be tied to a channel. Keep them in revenue, exclude them from conversion and cost per acquisition, and count them
• Manila outcomes blank before Mar-25. Contact times may still be usable

Refresh frequency not stated: assume daily from the "daily" audience, label as Working Hypothesis.)*

✅ Where: sources, grain, history, known gaps

8. Constraints and chart preferences (24:00 to 26:00)

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

Priya: We're financial services. Complaints and compliance breaches must stay visible.

Priya: Agent-level data is fine for team leaders, but not on the exec view.

Priya: And show me a bridge from last quarter to this quarter. I hate funnels that don't add up.

*(Gary:

• Complaints must be a measure, not a footnote: complaints per 1,000 sales sits under conversion as a counterweight, so conversion isn't bought with mis-selling
• Agent-level conversion goes to the backlog for the exec view
• The bridge is how "explain within a day" gets met: split the change in net revenue into volume, mix, conversion and clawbacks, and the pieces must add up to the total
• Tools: Tableau and Snowflake noted as constraints)*

✅ All 7 questions used. Checklist complete or logged as open.

9. Playback (26:00 to 29:00)

Gary: Here's what I've heard, in one line:

Net revenue per lead fell about 9% last quarter, and nobody can say whether the mix of leads, sales conversion or cancelled policies caused it. Without one trusted answer, teams argue about the numbers instead of fixing the problem.

Gary: In more detail: 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, at the Monday meeting, to decide where to push or pull marketing spend and sales effort. Vertical heads and marketing will use it daily.

Gary: The five measures that drive action are:

Gary: Underneath those sit three supporting measures: lead mix by product area (under net revenue per lead), health insurance conversion, and complaints per 1,000 sales (both under lead-to-sale conversion). The revenue bridge from last quarter to this quarter sits next to net revenue per lead and answers "why did it move".

Gary: I've parked 4 Nice to Haves: total leads, revenue by partner, agent-level conversion and website visits. None has an action or owner, or it breaks the exec-view rule.

Gary: To be clear on what came from you and what came from me:

• From you: the problem, the three objectives, the sub-objectives, health at 11%, the audiences, the data and gaps, the constraints, the bridge
• My proposals: every owner, every action, every date, and every target except health at 11%

Gary: Still open:

1. Target dates
2. Action owners
3. The format: screen, phone or board pack
4. Whether the current quarter's clawbacks should be estimated, since they take 90 days to land

Gary: Is this right?

Priya: The problem and the objectives are right. On the owners and dates, I don't know.

(Gary: Priya confirms what's in her file. She can't confirm my proposals. In test mode, those pass to Adam at the Stage 1 gate.)

10. Close (29:00 to 30:00)

Gary: Thanks, Priya. Next steps:

1. I'll write up the Business Requirements Document, the full measures table with draft calculations, and a project plan
2. Adam reviews my proposed owners, actions and targets as subject matter expert
3. Once signed off, Kewpie tests every draft calculation against the Snowflake data and sets the baselines

Priya: Good. Get it to me before Monday.

Checklist at close

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