Map the buying committee before you write
Find the people who own the problem, approve the budget and review the purchase. See why each belongs in the conversation.
How it runs
- Step 1 / 4
Find the owner and the buyer
Start with the problem you solve and the account notes you already have. Separate the person running the evaluation from the person reviewing the budget, and show the evidence behind each role.
What you getHalden Systems: the evaluation owner, budget holder and daily user - Step 2 / 4
Add the purchase reviewers
Map legal, security and procurement alongside the buying team. Their involvement depends on the purchase, so confirm what each needs to review instead of treating a job title as an approval rule.
What you getThe reviewers and the requirements to confirm before a pilot - Step 3 / 4
Resolve the contact gaps
Check current roles and work emails against the account record and contact sources. Keep conflicting or unverified details visible for review, and hold those contacts out of outreach.
What you getVerified work emails alongside a contact held for review - Step 4 / 4
Write to each person’s responsibility
Use the same account context in both drafts. Ask the operational owner about the rollout and the budget holder about the business case. Review the contact map and messages before sending.
What you getSeparate email drafts for the operational owner and budget holder
Mapping the committee, with and without Unify
Who signs, who uses it and who can quietly say no, before the first email goes out.
| Without Unify |  With Unify |
|---|---|
| A title search gives you contacts without explaining their part in the decision | Company context and account records suggest roles, with the evidence attached |
| Procurement, security and legal turn up at the end, and the deal stalls there | Potential reviewers appear early, with their responsibilities marked for confirmation |
| Addresses are guessed from a pattern, so they bounce or reach the wrong person | Addresses are checked across sources, and anything unverified stays marked rather than guessed |
| One message goes to everybody, so it lands right for nobody | One thesis about the account, said differently to the person who signs and the person who uses it |
What else you can ask for
The walkthrough is one path through this workflow. These are the turns people take most often.
Start from this prompt
Make it your own in Unify, then review the results.
For my target accounts, identify the likely problem owner, budget holder, daily users and purchase reviewers. Show the evidence for each role, distinguish confirmed responsibilities from assumptions, and verify work emails. Keep unresolved contacts out of outreach and draft a different message for the owner and budget holder.
Next in prospecting and research
+4Local businessesBuild a local-business territory listLocal businesses are found by category, city and what they run, and the owner is the buyer. Build the list, verify the contact, and skip the ones you already know.
+1List buildingBuild a lookalike list from your best customersStart from the accounts that actually closed and expand outward on what they share.
ICP planningDefine your ICP and first buying signalsStart from your website and customers to draft a practical account profile and a small signal watchlist.
Connect what this workflow uses
Each guide covers the connection, what Unify reads and writes, and what to check before the first run.
Questions about this workflow
Which roles does the committee map include?
The problem owner, the budget holder, daily users and purchase reviewers, with confirmed responsibilities kept separate from inferred ones.
Where does the evidence come from?
FullEnrich and Forager for people, Clearbit for company context, Exa for public evidence, and your CRM for anyone you have already spoken to.
What if a role is not confirmed?
It is marked as inferred, with the reason, so you know who to verify on the first call.
Does it work for enterprise accounts?
Yes. For large accounts it maps the committee for the business unit you name rather than the whole company.