Security review, legal, procurement and vendor onboarding. Invisible until it adds six weeks to a deal everyone had already agreed on.
Paper process is everything that has to happen after the customer decides to buy. It is the letter reps skip because it is boring, and it is the single most common cause of a deal moving from one quarter to the next.
call. Two weeks if you are prepared, two months if you are not.
threshold.
mentioned because it is routine to them.
Early. Much earlier than feels natural, because the answer never improves and the timeline only moves one direction.
The framing that works is helpfulness rather than process:
> "So I do not surprise you later — once you have decided, what does your side need? Security > review, legal, a PO? I would rather start gathering that now than find out in three weeks."
Prospects almost always answer this well. They have been through it before and they do not enjoy it either.
That last one is the best of the four. It replaces a guess with a measured precedent from their own organisation.
Two things, both valuable.
Your close date becomes real. A deal with a mapped paper process has a close date derived from their steps rather than from your quarter.
You can run it in parallel. A security questionnaire can be filled in while the technical evaluation is still happening. Reps who ask early routinely close weeks before reps who ask when the verbal yes arrives.
The verbal yes in week four, followed by silence, followed by the discovery in week seven that procurement requires three competitive quotes and a forty-page questionnaire. Nothing has gone wrong with the deal. It was simply never qualified on this letter, and the close date was fiction from the start.
Answers are shown as soon as you open each one. The explanation is the point, not the score.
The answer never improves with time, and asking early lets a security questionnaire run in parallel with the technical evaluation rather than after it.
It produces a measured precedent from their own organisation rather than an opinion about the future.
This is the characteristic paper-process failure: the deal is healthy and the forecast was never real.
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