A regional payments company was finalising a media partnership to support expansion across key African travel corridors.
The commercial logic was straightforward. Audience alignment was strong. The channels matched their target market. Multiple conversations had taken place across regional and marketing teams.
By week six, the deal appeared to be in its final stage. The proposal had been shared. Engagement was consistent. No objections had been raised.
Friction
Progress slowed after the proposal. The Meetings continued, responses came through and feedback remained positive.
But nothing became more defined. There was no clear approval process outlined, and no final decision step confirmed. Suddenly, there was no one to take the conversation
Movement
Internally, the deal had not transitioned into a decision; it was still being evaluated informally. Marketing saw campaign potential, and regional teams saw relevance. But no one had formally converted the opportunity into a prioritised decision.
As a result, the deal remained active, but structurally incomplete.
Pattern
Deals often feel late-stage when engagement is high and activity is consistent. Unfortunately, activity is not a reliable indicator of proximity to a decision. A deal is only late-stage when:
- The decision process is defined.
- Ownership is clear.
- Approval conditions are understood.
Without these, the deal does not advance.
Implication
When a deal feels close without structural clarity, it is miscalculated.
The seller assumes closing conditions and begins to apply pressure. But the organisation is still evaluating. At that point, additional effort does not accelerate the deal. It introduces friction.
Because the deal was never at the stage it appeared to be.
Check for structure as your deal approaches the closing stage.
