BarrierXRequest a working session

For CEOs, founders and leadership teams at B2B companies with €5M to €20M in revenue and deals around €50K in annual contract value (ACV), who see €1M+ contracts within reach. This page shows where those deals stall, and what the method changes.

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Bring the deal that worries you most, and we map who decides and what they still need to see.

€1M+ ACV is the direction the method is built for, not a result we promise. The first job is choosing the accounts where the evidence supports it.

What changesAround €50K ACVToward €1M+ ACV
Who decidesA champion and their managerA buying group: the economic buyer, finance, procurement, security and the users
How the buyer buysDemo, short trial, order formA scoped proof of value, a security review, procurement and legal
Who runs the dealOne seller working many dealsOne account owner per account, with leadership at set moments
What the forecast rests onThe seller’s judgmentRecorded evidence for each stage, next to the recorded forecast

Each ends with what you would have on day 60 of the proposed pilot, which is subject to approval: working material your team keeps, not a promised result.

A large pilot is in flight

The situation
An enterprise buyer is trialling your product. Their team likes it and usage is growing.
What breaks
Nobody agreed in writing what success means or who pays after the trial, so it ends in a friendly review.
What BarrierX would change
The trial runs as a Proof Of Value gate: scope, success measure and economic buyer confirmed before it ends.
What you would have on day 60
An account plan, a buying‑group map and a gate record for the trial.

The first large deals depended on one person

The situation
A founder or one senior seller won the first large contracts. Account owners are taking over.
What breaks
What that person knew about each buyer lives in their head, so discovery starts again and the buyer notices.
What BarrierX would change
One owner and one written plan per account. The senior person joins the Monday review, not every call.
What you would have on day 60
Two account plans your team wrote and runs, and the notes of eight Monday reviews.

The board forecast will not hold

The situation
The board pack shows a strong quarter, resting on a few large deals marked late stage.
What breaks
When a director asks what proves each deal will sign, the answer is the account owner’s confidence.
What BarrierX would change
An earned forecast sits next to the recorded one, and every difference gets a question and a date.
What you would have on day 60
Eight weeks of recorded and earned forecasts side by side, every difference explained.

Procurement or security has stalled a “late stage” deal

The situation
The CRM says Commercial Proposal. Then procurement sends a security questionnaire.
What breaks
Nobody mapped procurement, security or finance, so the deal waits for weeks while the forecast still counts it.
What BarrierX would change
The Commercial Proposal gate asks for the economic buyer and the procurement path before the stage counts.
What you would have on day 60
A buying‑group map that includes procurement and security, and a dated procurement plan.

Third‑party research about the buyers you would be selling to. None of these figures describe BarrierX results.

13 and 9internal stakeholders and external influencers in a typical purchase decisionForrester, 2026, global survey
53%of business buying cycles have procurement as a decision‑makerForrester, 2026, global survey
74%of B2B buyer teams show unhealthy conflict during the decisionGartner, May 2025, 632 buyers
2.5 timesmore likely to report a high‑quality deal when the buying group reaches consensusGartner, May 2025, 632 buyers

They are measured at different times. Mixing them up is how a pipeline looks healthier than it is.

MeasureWhat it meansWhen it becomes real
Annual contract value (ACV)What a contract is worth per year of its term.Known at signature. It is not revenue yet.
Total contract value (TCV)What the contract is worth over its full term.Known at signature, earned over the years it runs.
RevenueWhat is invoiced and earned over time.Over the contract term, after any start‑up period.
Pipeline valueThe value of open deals in your CRM.Never money on its own. It says nothing about proof.
ForecastWhat you expect to sign. Earned: based on verified evidence.A judgment, until the contract is signed.
Illustration, not a forecastNot client data
A three‑year contract at €1M ACV has a total contract value of €3M. If billing starts four months after signature, revenue in the first twelve months is about €667k. The pipeline shows the full value at once; the earned forecast counts it only when the evidence supports its stage.

Larger contracts need decision rights that are written down. The people who sell stay the people who decide.

Leadership decides

  • Target segments and accounts
  • The enterprise offer, its terms and economics
  • Delivery capacity and risk limits
  • What to stop doing
  • Commitments to customers

The account owner decides

  • How to run the customer relationship
  • What evidence is recorded, and whether it is true
  • Every message that goes to a customer
  • When to raise a decision to leadership

A good fit

  • B2B deals around €50K ACV, with buyers who could justify much larger contracts
  • At least one large pilot, proof of value or proposal in play
  • A CEO, founder or head of revenue who sponsors the change
  • Named account owners, or people ready to become one

Not a fit, for now

  • No enterprise buyers in reach yet
  • No access to deal evidence or the CRM
  • No offer that can carry a larger contract
  • No willingness to measure against a baseline

A practical conversation about one live enterprise deal: its buying group, the evidence behind its stage and what the next gate needs.

Request a working sessionDiscuss an enterprise sales pilot

A conversation about one live deal, not a sales demo. It does not commit you to a pilot.