Position yourself as a partner, not a decision-maker, during negotiations. Frame your CFO or leadership as the final approver to deflect pressure and control the conversation

Use a sliding scale for discounts based on timeline. Offer steeper discounts for faster signatures to create urgency without arbitrary end-of-month pressure

Steer discovery and demos toward problems that matter. Don’t get stuck solving small issues—recommend workflows tied to real business impact and executive priorities

Drive deal velocity without discounting by pre-scheduling the implementation call. Lock in post-sale steps early to create natural pressure toward closing