BarrierX is a human‑led enterprise sales method for B2B companies moving from deals around €50K toward €1M+ annual contract value (ACV). It positions the offer for the buyer who signs, then governs every deal: a gate for every stage, the CRM stage against the earned stage and a Monday review.
Bring one live deal, and we run it through the five gates with you.
Strategy and tactics are the positioning; operations and culture are the GTM governance. Each layer fails without the others.
Where to play and what to stop
Positioning
Buyer and deal design
Positioning
Gates and forecasting
GTM governance, by BarrierX
Decision rights
GTM governance, by BarrierX
A gate is the proof needed before a deal moves forward. The gates are working definitions, agreed with each client during setup.
| Stage | Gate: the proof needed | Evidence recorded |
|---|---|---|
| Discovery Call | The buyer stated the problem in their own words, and what it costs them today. | Who said it, in which meeting, on which date. |
| Demo Presentation | The buying group saw the product against their own use case, not a generic demo. | Who attended, and the next step both sides agreed, with a date. |
| Proof Of Value | A first scope and a success measure the buyer confirmed in writing. | The confirmed scope, the success measure and the trial dates. |
| Commercial Proposal | The economic buyer, who can approve the budget, has seen the business case. | The economic buyer’s role, the date they saw it and the procurement path. |
| Contract Signed | Signed by both parties. | The signed agreement, its ACV, its term and the start date. |
Without a dated next step agreed by both sides, a deal moves back one stage. An unknown is recorded as unknown, never guessed.
An earned forecast is a forecast based on verified deal evidence. It sits next to the forecast your CRM records, and every difference becomes a question with an owner and a date.
| Deal | Stage in CRM | Earned stage | Recorded commit | Earned commit | Why |
|---|---|---|---|---|---|
| Logistics group | Commercial Proposal | Demo Presentation | Yes | No | No economic buyer met, no confirmed scope |
| Regional utility | Proof Of Value | Proof Of Value | No | No | Trial running, success measure confirmed |
| Hospital network | Commercial Proposal | Proof Of Value | Yes | No | Next step slipped, procurement path unknown |
| Payments platform | Commercial Proposal | Commercial Proposal | Yes | Yes | Economic buyer saw the case, procurement dated |
| Commit this quarter | 3 deals | 1 deal | Two questions go on Monday’s agenda, each with an owner and a date. |
Five things each priority account has before it can move. The account owner keeps them; sales leadership checks them every Monday.
Everyone who decides, pays, uses or can block, each confirmed or marked unknown.
The person who can approve the budget, named and met. Until then, Commercial Proposal is not earned.
The problem, what it costs the buyer today and the first scope, with estimates labelled.
A next step both sides agreed, with a date. Without one, the deal moves back a stage.
Recorded stage against earned stage, the dates that slipped and the decisions needed.
Measures, their sources and today’s values agreed in writing, with the commercial terms.
Two live enterprise deals, sixty days, internal only, with a review every Monday.
Compared with the baseline and the stop criteria. Leadership decides on the evidence.
More accounts only if the evidence supports it and the controls have been checked.
In a working session we check one live deal against the five gates and write down the question that closes the next one.
A conversation about one live deal, not a sales demo. It does not commit you to a pilot.
