Winning by Design™ · Managing for Impact
Sample notes · for the SPICED Capture Review

The same deal, as it reaches the CRM

These are the rep's written notes on the Brightwell Therapeutics discovery call, in the shape notes actually arrive in: thin, flat, and light on who said what. No real deal needed, just use these.

  1. 1Open the Capture Review prompt first (link below) and paste it into Claude.
  2. 2Then Copy notes here and paste them where the prompt says "here are the notes".
  3. 3Run it. As a group, change one instruction and rerun. The discussion is the learning.
Read these as a specimen, not a model. The notes carry capture gaps on purpose, including a guess written up as a fact and the rep's own hope in place of the customer's date. The Capture Review is built to name them. Do not hand this page to a rep as an example of good write-up.
These notes come from the same conversation as the sample call. Score the call with the Analyzer, score these notes with the Capture Review, and put the two scorecards next to each other. The gap between them is how much discovery your team is doing and losing.
Sample deal notes
ACCOUNT: Brightwell Therapeutics
OPPORTUNITY: Brightwell Therapeutics / Corporate Traveller TMC
OWNER: Mia Donnelly
STAGE: Discovery
CLOSE DATE:
AMOUNT: TBC
LAST ACTIVITY: Discovery call with David Chen, Office and Travel Manager
NEXT STEP: Send reporting overview, loop in Sarah (CFO)

SITUATION
Clinical-stage biotech, around 250 staff, was 140 eighteen months ago. Two lead programs in trials so a lot of travel to clinical sites, CROs and investigator meetings. Incumbent TMC about 3 years. 8 EAs and ops coordinators book for their own teams. Some use the TMC online tool, some book direct, some email the agents. Online tool is clunky so a lot of people work around it.

PAIN
No visibility on spend until the card statements come in. Tool is slow and the agents are slow to come back on anything complex, especially multi-city clinical trips. After-hours support is not good. Coordinators are frustrated, they feel like they are doing the TMC's job and they take the heat when a senior person's trip goes wrong.

IMPACT
Travel spend 3.8M last year, tracking up 22% this year. About 15% of spend is out of policy. The 8 coordinators are losing roughly a day a week each on travel coordination. Significant savings opportunity here plus the time back.

CRITICAL EVENT
Contract with the incumbent renews mid-year, think June or July. Should be able to get in ahead of it.

DECISION
David owns travel day to day and would drive this. Sarah (CFO) is the one pushing on reporting and would need to sign off. Needs to not be a painful transition for the 8 coordinators.

GENERAL NOTES
Good call, David was open and easy to talk to. Strong fit for us on 24/7 support and consolidated reporting, both of which are exactly what he asked for. He loved the idea of policy being enforced at the point of booking. Feels very winnable.

Fabricated for training. Brightwell Therapeutics, David Chen and Mia Donnelly are invented, every figure is drawn from the fictional sample call, and no Flight Centre or Corporate Traveller customer data appears on this page.

→ Capture Review prompt The same call, recorded All resources
Winning by Design™ · Managing for Impact, Session 2 · Proprietary & Confidential