Find the decision that is not moving
Start with evidence rather than the seller's optimism. What did the buyer agree to do, what happened and what changed? Map the remaining committee decisions and inspect whether the champion can actually advance them.
A useful review can lead to progression, a revised evaluation, a pause or closure. If the team cannot explain the next decision or the buyer no longer sees value, repeatedly rolling a close date forward hides the issue. Preserve the learning and reduce unsupported forecast confidence.
| Decision | Evidence to use | What changes next |
|---|---|---|
| Authority gap | Champion is engaged but approval owner is unknown | Clarify the decision process with the buyer |
| Adoption or risk gap | Technical, security or implementation question is unresolved | Assign an expert and a scoped validation action |
| Value or timing gap | Problem consequence or active change is uncertain | Revalidate the business case or agree a justified pause |
Work through the decision
Illustrative deal: the buyer liked a demo six weeks ago, but the seller keeps sending 'checking in' emails. The record has no agreed evaluation criteria and no budget participant. The next action is not another reminder; it is a candid question about whether a change project exists and what decision is needed.
If the buyer confirms that a migration must happen first, record the condition and a mutually reasonable review. If no active project remains, move the opportunity to its true state. This improves reporting and respects the buyer's attention.
The close date changes while the evidence stays the same
A forecast date should have a basis in the buyer's approval process. If it moves repeatedly without new evidence, reduce confidence and investigate the cause. Do not treat persistence as proof that the purchase will happen.
A concrete next step
Review one stalled deal using the three diagnoses in the table. Write a proceed, revise, pause or close recommendation with the evidence and buyer-facing next action.
Sources and research notes
- GitLab Command PlanCompany operating handbook
- GitLab commercial opportunity stagesCompany operating handbook
Primary sources reviewed October 6, 2026. The operating recommendations and worked scenarios are Daavid’s analysis. Illustrative numbers are assumptions, not measured client results. Company marks identify sources and prior experience; they do not imply a customer relationship or endorsement.
Schematic