Negotiation Leverage Analysis

You think prep is optional. Until the deal tanks and you realise you had no leverage from the start. Why? You didn't define your ZOPA. You didn't pressure-test your BATNA. You walk in negotiating blind. I use a 3-part approach before negotiations: 𝟭. 𝗠𝗮𝗽 𝗺𝘆 𝗭𝗢𝗣𝗔. The range where a deal can happen. Most people guess it. I quantify it! • What’s my ceiling? • What’s their likely floor? • Where’s the overlap, or is there one at all? • If there’s no overlap, I don’t force a deal. • I test assumptions, explore flexibility, or reposition entirely. 𝟮. 𝗦𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻 𝗺𝘆 𝗕𝗔𝗧𝗡𝗔. This isn’t just a fallback. It’s your negotiating power. • If it's a weak BATNA, you’ll rationalise a bad deal • If it’s strong, you can walk calmly and confidently. Before I enter the room, I know exactly what “𝙣𝙤 𝙙𝙚𝙖𝙡” looks like, and I’ve made sure it’s viable. 𝟯. 𝗣𝗿𝗲𝘀𝘀𝘂𝗿𝗲 𝘁𝗲𝘀𝘁 𝗯𝗼𝘁𝗵 𝘀𝗶𝗱𝗲𝘀. Don’t just analyze your own position. Stress test the other party’s too. • What’s 𝘵𝘩𝘦𝘪𝘳 BATNA? • How costly is “no deal” for them? • What internal pressures are shaping their priorities? You don’t need to guess. You need to ask better questions and pay attention to what’s not said. Deals don’t just hinge on numbers. They hinge on trust. It's, clarity, leverage, and relationship strength that shape the agreement. Don’t just hope for a deal. Actively shape it, with precision and control. ------------------- Hi, I’m 𝗦𝗰𝗼𝘁𝘁 𝗛𝗮𝗿𝗿𝗶𝘀𝗼𝗻, and I help you master negotiation & communication for any situation. - Master Facilitator and EQ-i Practitioner - 24 yrs | 44 countries | 150+ clients - Negotiation | Conflict resolution | Closing deals 📩 DM me or hop on a call (link in the Featured section)

Stop negotiating like a CEO Do this instead Why do VCs win 90% of negotiations against CEOs? (Hint: It's not the money) Most CEOs negotiate like operators. VCs negotiate like investors. Guess who wins? After working with dozens of VC partners and watching $500M+ in deals get structured, I've identified the exact frameworks that separate elite negotiators from everyone else. Here's what every CEO should steal from the VC playbook: ☯️ Deal Structuring: Think Like an Investor VCs never put all their money down at once. Neither should you. ➠ Dollar-Cost Averaging Principle: Spread commitments across time to reduce risk ➠ Milestone-Based Tranches: Tie payments to measurable outcomes, not promises ➠ Pro-Forma Reality Testing: Model 3 scenarios (conservative, realistic, optimistic) before any major decision Most CEOs write one big check and pray. Smart CEOs structure deals like VCs: protected downside, unlimited upside. ☯️ The Valuation Multiple Game VCs obsess over metrics that drive multiples. Most CEOs track vanity metrics. The difference? VCs focus on PREDICTABILITY, not just growth. ➠ Monthly Recurring Revenue Quality: Not just MRR, but MRR expansion rate ➠ Customer Acquisition Cost Efficiency: CAC payback period trending down ➠ Net Revenue Retention: The #1 predictor of valuation multiples above 10x ➠ Gross Margin Expansion: Shows pricing power and operational leverage When you track what investors value, you build what investors value. ☯️ Negotiation Levers Most Operators Miss Here's where 90% of CEOs leave money on the table: ➠ Information Asymmetry: VCs research for weeks before one meeting. You should too. ➠ Alternative Scenarios: Always have your BATNA (Best Alternative to Negotiated Agreement) locked before entering discussions ➠ Time Arbitrage: VCs use urgency strategically. "This round closes Friday" isn't accident -- it's architecture. ➠ Social Proof Stacking: VCs name-drop other portfolio companies. You should reference other strategic relationships. The best VCs I know spend 60% of their time on deal structure, 40% on due diligence. Most CEOs flip those percentages and wonder why deals fall apart. ☯️ The Systematic Advantage VCs don't wing it. They follow systematic frameworks for every decision. Investment thesis → Due diligence checklist → Deal structure template → Portfolio support playbook. What's your systematic approach to: • Vendor negotiations? • Partnership structures? • Talent acquisition deals? Most CEOs negotiate each deal from scratch. Elite CEOs build repeatable frameworks that compound their negotiation power over time. The Bottom Line: VCs have structured thousands of deals. Most CEOs structure dozens. The experience gap is real, but the knowledge gap is fixable. Start thinking like an investor in your own business, and watch how quickly your negotiation outcomes improve. What's the biggest negotiation lesson you've learned from working with investors?

In negotiation, leverage isn’t set—it’s built by design. Confidence starts with mastering leverage. Last week, I had the pleasure of working with Lantic Inc.'s extraordinary sales and procurement teams in Toronto. Their commitment to mastering negotiation proved a powerful truth: Confidence at the table doesn’t just appear—it’s built by leveraging three critical dimensions of negotiation. When you prepare effectively across these dimensions, you don’t just negotiate better—you command the room. In decades of negotiation coaching, I’ve seen a pattern: The negotiators who understand these three dimensions walk in confident, and confidence changes everything. This framework was central to our workshop at Lantic, and it’s a game-changer. Here’s how to build leverage across the three dimensions: 1️⃣ Tactical Dimension: Master the moment at the table. ↳ Build trust—negotiation doesn’t move without it. ↳ Exchange information effectively—ask sharp questions and listen actively. ↳ Manage emotions—calm negotiators make better decisions. ↳ Handle difficult negotiators and hardball tactics—anticipate and stay composed. ↳ Navigate cultural differences—know how context shapes interactions. 2️⃣ Value Creation Dimension: Expand the pie before dividing it. ↳ Identify interests and priorities of both parties—this is the foundation. ↳ Add issues—more variables create better solutions. ↳ Find asymmetric priorities—what matters more to them but less to you? ↳ Identify trade-offs—make exchanges that create value for both sides. 3️⃣ Strategic Dimension: Tilt the power balance in your favor. ↳ Assess your BATNA (Best Alternative to a Negotiated Agreement)—it’s the baseline for your power. ↳ Understand your counterpart’s fallback position—what’s their BATNA? ↳ Remember: The party with the least dependency has the most power. ↳ Strengthen your BATNA—improve your alternatives to the deal. ↳ Make their BATNA less attractive—subtly reduce their options to rely on you more. When you work these three dimensions, you’ll enter negotiations not just prepared—but confident. And that confidence shifts the entire dynamic in your favor. Negotiation power is built long before the handshake. Master the process, and leverage will do the talking. Which of these dimensions do you find most challenging? Share your insights below—I’d love to hear your perspective! 👇 PS:  A huge thank you to the Lantic team for your curiosity and energy. It was a privilege to collaborate with you on mastering the art of leverage! _____________________________ Repost if you found this valuable ♻️

The G.A.I.N.S. Comp Negotiation Playbook by Jacob Warwick Every successful negotiation starts with leverage. While most people ask, “What can you offer me?,” the people who secure the highest comp say, “Here’s how I’ll solve your most pressing challenges and create new possibilities for your business.” This shift isn’t semantic—it fundamentally transforms how decision-makers perceive your value. When you make them feel confident, inspired, and excited about the future you’ll build together, compensation becomes a natural reflection of that value, not a negotiation point. Whether you’re planning six months ahead or sitting in discussions right now, here’s the process Jacob Warwick developed through trial and error with hundreds of clients over 15 years. Here's the playbook: G: Gather intelligence. Go beyond the obvious. Dig into the company’s real challenges, understand who truly makes decisions (hint: it’s not always on the org chart), and know their market better than they do. A: Align with their needs. Stop selling your resume. Start demonstrating how you’ll solve their specific problems for the company/team. When you position yourself as the solution to their challenges—not just another candidate—the power dynamic shifts immediately. I: Influence key stakeholders. Create champions throughout the organization, not just with the hiring manager. Show each stakeholder how you’ll make their world better, and they’ll fight for your compensation later. N: Navigate complexity. Master the delicate dance of pushing for what you’re worth without creating tension. Know exactly when to advance discussions and when to build relationships. Timing is everything. S: Secure your value. Get agreements right, start delivering value before day one, and build the foundation for your long-term success. Here's more on part 1: G: Gather intelligence that others miss The most valuable information won’t show up in press releases or job descriptions. To build real leverage, spend time on three key intelligence domains: 1. Organization dynamics Forget the org chart—real power flows through history, unspoken alliances, and relationships. Approach: - Identify who gets consulted before decisions are made (often not who you’d expect) - Learn which past failures still haunt leadership thinking - Discover which rising stars have the CEO’s ear - Uncover the true drivers that aren’t discussed openly How to execute this: Before any interview, ask your network, “Who really influences decisions at this company?” and “Whose opinion does the leadership team value most?” The answers might surprise you. During the interview, ask questions such as: - How are decisions typically made in this organization? - Who are the key people I will collaborate with? - What’s the history behind this position? Is it new or am I replacing someone? - How can I best show up for you? And how can I best show up for [name other team member(s)]? Keep reading: http://bit.ly/3S1qiT2

Large organisations still hold significant negotiation leverage with Microsoft, but most are wasting it. — Microsoft successfully redirected focus to Azure and MACC contracts with higher monetary values. —EA renewals are now often delegated to lower-level management without proper training or experience. — CFOs are not happy when renewal quotes arrive. The actual cost increase averages around 30% or higher, not the usual 5%, 8%, or 10%. — Azure spending is growing exponentially outside traditional procurement controls. An Azure architect can commit to half a million dollars per year without needing approvals while your CIO requires approval for $10,000 purchase orders. — Many large organisations overcommit on MACC agreements. When you overcommit, you have no motivation to optimise costs. Instead, you spend more trying to meet the commitment, leading to significant wastage. — Even large organisations fall into the trap of believing they have limited leverage. This belief fosters a defeatist attitude and willingness to accept unfavourable terms. LEARN from how we handle large enterprise renewals: — We don't view the EA in isolation. We make Microsoft recognise the overall value the organisation brings to the table, including Azure consumption. — Our clients maintain a strong negotiating position and push back on Microsoft's proposals. Being firm and assertive demonstrates you're a serious negotiator willing to walk away. — We develop solid alternatives. Without a substantial BATNA, you've generally lost the negotiation, even if you secure a minor discount. — We bring that extra drive in-house negotiators often need. Large organisations still hold significant negotiation leverage in 2025. Don't waste it. #microsoft #procurement #cloud #samexpert

The best M&A dealmakers know every buyer has a reason they want your business. When you understand their true motivations, you don’t just negotiate—you influence the outcome. Most founders focus only on their goals: valuation, terms, timing. But buyers have priorities too, and understanding them can give you leverage. Here’s how: ✅ 𝐊𝐧𝐨𝐰 𝐓𝐡𝐞𝐢𝐫 𝐄𝐧𝐝𝐠𝐚𝐦𝐞. Are they after market share? Industry expertise? Strategic synergies? Position your business as the perfect fit. ✅ 𝐀𝐝𝐝𝐫𝐞𝐬𝐬 𝐓𝐡𝐞𝐢𝐫 𝐂𝐨𝐧𝐜𝐞𝐫𝐧𝐬. Buyers worry about risks—operational gaps, dependencies, transitions. Proactively solving these keeps them from using it as leverage. ✅ 𝐅𝐢𝐧𝐝 𝐭𝐡𝐞 𝐎𝐯𝐞𝐫𝐥𝐚𝐩. When your goals and theirs align, negotiations move faster. Highlight those intersections to build momentum. ✅ 𝐂𝐨𝐧𝐭𝐫𝐨𝐥 𝐭𝐡𝐞 𝐍𝐚𝐫𝐫𝐚𝐭𝐢𝐯𝐞. Knowing their priorities lets you lead the conversation and focus on your value. Understanding buyer motivation allows you to position your business as the clear, undeniable choice—putting you in the driver’s seat of the deal. #mergersandacquisitions #founders #deals

The most powerful thing you can bring into a negotiation? The ability to walk away. When you know your ceiling, and you’re truly willing to stand by it, you flip the power dynamic. Most bad deals happen because one side is desperate. They have to close. They have to buy. They have to sell. And the other side senses it. But if you know: • What the domain is worth in the market • What it’s worth to you • The maximum you’re willing to pay (or accept) Then you stop negotiating from fear. You negotiate from clarity. And clarity is leverage. The ability to walk away helps you: • Avoid overpaying out of emotion • Maintain control of the pace and tone • Filter out bad opportunities so you’re free for the right ones Deals aren’t won by who talks the loudest. They’re won by who’s willing to say: "𝘛𝘩𝘢𝘵’𝘴 𝘮𝘺 𝘭𝘪𝘯𝘦. 𝘐𝘧 𝘸𝘦 𝘤𝘢𝘯’𝘵 𝘮𝘢𝘬𝘦 𝘪𝘵 𝘸𝘰𝘳𝘬, 𝘐’𝘭𝘭 𝘸𝘢𝘭𝘬." Ironically, that’s often when the other side moves.