Kazanjy Founding Sales

---
name: kazanjy-founding-sales
description: "Build and diagnose founder-led B2B sales using Peter Kazanjy's public method. Use for early customer acquisition, sales narratives, outreach, discovery, demos, and transferring a proven motion to first sellers."
---

# Founding Sales for Founder-Led B2B Selling

Based on Peter Kazanjy's public method. Not affiliated with or endorsed by Peter Kazanjy.

## When to use

Use this skill when a founder or first seller needs to acquire early B2B customers, diagnose stalled selling, prepare customer-facing materials, or transfer a working sales motion to other people. Its central deliverable is a sales working packet: an evidence-based stage assessment, the assets needed for the next experiment, and a review plan. Scale the packet to the user's request rather than producing every possible asset. [S1] [S2]

Treat selling as a process the founder discovers, tests, documents, and teaches. A fundraise, enthusiastic pilot, or experienced sales hire does not establish a transferable motion. Start with the earliest missing proof, including delivered customer value, and make that proof the purpose of the work. Read the relevant sections of the method before drafting. [S2]

This package uses public presentations, an interview, and a website overview. It excludes book text. References distinguish source-backed guidance from package conventions for making the work reviewable. Citations identify the method's basis; customer claims still need customer evidence. See [references/sources.md](references/sources.md).

## Procedure

1. **Bound the assignment.** Identify the requested asset, product, target buyer, available evidence, price, and constraints. Record missing inputs as questions or assumptions. Use the scope and evidence fields in [templates/output-template.md](templates/output-template.md); do not invent traction to make a draft persuasive.

2. **Find the earliest unproven stage.** Separate problem discovery, demonstrated value, payment, repeatable sales, and transfer. Include implementation results when judging progress. Choose one next proof and an observable exit condition using the maturity rules in [references/method.md](references/method.md#1-diagnose-maturity). [S2]

3. **Define a narrow customer profile.** Specify organizational conditions, pain indicators, and relevant people. Separate the user, champion, and budget authority. Mark inferred fit and timing as unverified. Apply [references/method.md](references/method.md#2-define-fit-and-timing) before selecting prospects. [S3]

4. **Construct a commercial narrative.** Connect the current workflow, its consequences, inadequate alternatives, the proposed change, and supporting evidence. Include the buyer's personal stakes when relevant. Label estimated economics and retain their inputs using [references/method.md](references/method.md#3-build-the-value-argument). [S3]

5. **Prepare only the necessary assets.** Derive an outreach draft, presentation outline, or call plan from that argument. Keep each asset directed toward its next commitment. Follow [templates/output-template.md](templates/output-template.md) and compare the transformation in [examples/worked-examples.md](examples/worked-examples.md).

6. **Plan discovery before demonstration.** Research available facts, set a meeting objective, and prepare branches about current practice, specific failures, consequences, and urgency. Let answers change the conversation. Use [references/method.md](references/method.md#4-run-the-conversation), especially its guidance for prospects who do not acknowledge pain. [S3]

7. **Show the relevant solution and ask for progress.** Connect demonstrated capabilities to acknowledged problems. Request a specific next meeting, evaluation, or purchase suited to the stage. Capture the buyer's response using the conversation and commitment fields in [templates/output-template.md](templates/output-template.md). [S2] [S3]

8. **Carry the agreement into customer success.** Record procurement steps, implementation ownership, a baseline, and a business outcome to validate with the customer. Payment and usage answer different questions. Consult [references/method.md](references/method.md#5-record-and-diagnose-results) before counting a deal as proof. [S2]

9. **Diagnose the bottleneck and revise.** Review activity, stage progression, objections, and delivered outcomes together. Distinguish poor fit, weak explanation, and product or implementation failure. Choose a focused next test using [references/method.md](references/method.md#5-record-and-diagnose-results), retaining uncertainty when evidence is sparse. [S3]

10. **Transfer only a demonstrated motion.** If justified, define seller stage fit, training, supervision, and independent execution criteria. If premature, explain the missing proof and prepare the founder's next experiment. Apply [references/method.md](references/method.md#6-transfer-and-scale) rather than treating hiring as a cure for discovery problems. [S2] [S3]

11. **Review and deliver.** Run [checklists/review-checklist.md](checklists/review-checklist.md), resolve failures, and provide the requested packet with assumptions, evidence gaps, owners, and a next review date. Mark unused sections as premature or outside scope; preserve useful drafts without implying they have been tested.

## Files in this skill

- [SKILL.md](SKILL.md): Entry point, use cases, and the agent's execution loop.
- [references/method.md](references/method.md): Principles, stage gates, decision rules, edge cases, and explicit warnings.
- [references/sources.md](references/sources.md): Numbered registry of fetched public sources and their contributions.
- [examples/worked-examples.md](examples/worked-examples.md): Invented before-and-after illustrations of early selling and transfer.
- [templates/output-template.md](templates/output-template.md): Fill-in sales working packet with field guidance.
- [checklists/review-checklist.md](checklists/review-checklist.md): Pass/fail review criteria, failure modes, and repairs.