Restart a Deal After a New CIO Arrives
Reframe the conversation around the new leader’s priorities without erasing prior work.
The buyer moment
A deal nearing a decision loses momentum when a new CIO joins and pauses major initiatives.
A new CIO inherits commitments they did not make and may pause every large project to understand the portfolio. Bring a short transition brief: the problem the prior team identified, work already completed, open questions, and the decision that remains. Then ask what outcomes the new CIO has been asked to stabilize or change first. The project may fit a new priority, need to wait, or require a different sponsor. Treating the reset as legitimate preserves trust and gives the seller a clearer path than demanding continuity.
A useful way to open
“You are inheriting a lot. Which technology outcomes are you being asked to stabilize or change first?”
Move the decision forward
A new executive may not trust the old decision process yet. Do not demand that they honor commitments made before they arrived. Bring a clear history, then invite them to reset the question.
Coach reps to be patient and concise: current problem, work completed, unresolved decision, and why it may matter to the new agenda.
Practice before the next call
Roleplay a CIO who says every project is under review. Practice a reset in 60 seconds that asks for a conversation about priorities.
Next step
Send a short transition brief and request a brief priority check with the sponsor.
Practice these next
Create an escalation path when a pilot has activity but no person accountable for a decision.
Use comparison requests to uncover the decision criteria behind the checklist.
Expand stakeholder access while keeping the champion informed and helpful.
Keep a roadmap conversation useful while respecting what is approved and committed.
Help a buyer organize its own evidence with documented sources and assumptions.
Keep buyer experience clear when direct and partner teams overlap.