---
name: discovery-call-synthesizer
description: Turn a discovery or sales call into structured, actionable findings: pains, goals, stakeholders, budget, timeline, and the next step. Use this skill whenever a user has a discovery call, scoping conversation, or sales meeting to write up, or says 'write up the discovery call', 'what did we learn on that call', 'summarize the sales conversation', or needs to log a call for the team or CRM. Trigger whenever a sales conversation needs to become intelligence the team can act on.
---

# Discovery Call Synthesizer

## What this does and why it matters
The value of a discovery call evaporates within hours if it lives only in the rep's memory. This skill converts a conversation into structured deal intelligence the whole team can act on, and it forces the discipline of separating what the buyer actually said from what the rep hopes is true, which is where most deals get misforecast.

## Inputs to gather
1. The transcript or the rep's notes.
2. The company and the people on the call with roles.
3. What the seller offers, so fit can be assessed.

## Method

### 1. Capture context and the real reason for the meeting
Note who attended and, critically, why they took the call now. A trigger event (new hire, missed target, new tool, regulation) is the strongest buying signal there is.

### 2. Extract pains in the buyer's own language, with impact
Record the problems as the buyer framed them, then attach the cost where stated: hours lost, revenue leaked, risk carried. A pain without a quantified or emotional cost rarely funds a purchase.

### 3. Map the buying committee and the power dynamics
Identify the economic buyer, the champion, the influencers, and any blocker. Note who controls budget and who can say no. Deals stall when the rep only talks to a champion with no power.

### 4. Capture constraints honestly
Budget signals, timeline, current tools, technical environment, and anything stated as non-negotiable. Distinguish a real timeline ("board reviews in March") from a polite one ("sometime this year").

### 5. Separate stated from inferred
Label inferences as inferences. This single discipline prevents happy-ears forecasting.

### 6. Recommend a concrete next step
Not "follow up" but the specific advancing action and what is needed to get there.

## Output format
ALWAYS use:

# Discovery Synthesis: [Company] | [Date]
## Context and attendees (and why now)
## Pains and their impact
## Goals and desired outcomes
## Buying committee (economic buyer / champion / influencer / blocker)
## Constraints (budget / timeline / technical / non-negotiables)
## Objections and open questions
## Stated vs inferred (flagged)
## Recommended next step and what it requires

## Anti-patterns to avoid
- Recording a monologue summary instead of structured findings.
- Treating a friendly champion as the decision maker.
- Logging hope as fact.
- Ending with a vague "circle back" instead of a specific next action.

## Example
A prospect says intake is "a bit of a mess". The synthesis records the stated pain, flags that no cost was quantified, and lists "quantify hours lost to slow intake" as an open question to resolve before proposing.