In this guide
Start with the criteriaRead the reason for the meetingKeep unanswered questions visibleWhat LTS passes overAn example of a useful reviewWhat to bring to our callA meeting notification tells you when to join. It does not explain why the person belongs on your calendar.
To prepare properly, your salesperson needs the prospect’s situation, their reason for meeting and the information still missing. To assess qualification, you also need to know how those answers relate to your agreed requirements.
Start with the criteria
A useful handover is grounded in what you agreed to check before booking. At LTS, the core standard covers fit, need, interest and purpose. Campaign-specific requirements can add budget, timing, an active project or other conditions relevant to the service.
Without that shared standard, a confident-sounding summary can leave you unsure what “qualified” means. Write the requirement first, then compare it with the evidence.
Read the reason for the meeting
The brief should explain why this person wants to explore your service. It should connect that reason to something in their situation, rather than simply describing them as interested.
For example, a development buyer considering extra capacity for a delayed integration gives the salesperson a starting point for discovery. A job title and a generic interest label do not explain what to discuss.
This context should reflect the conversation that occurred. It should not add urgency, purchasing authority or intent that the prospect did not establish.
Keep unanswered questions visible
Unknown information is useful when it is labelled accurately. If budget has not been established and it is optional context, your salesperson can plan to explore it. If confirmed budget is mandatory, the missing answer means qualification is incomplete.
The same distinction applies to timing, other decision-makers and project details. A summary should not quietly convert an uncertain answer into a definite statement.
What LTS passes over
We provide the qualification transcript and key context before the meeting: the prospect’s situation, why they agreed to meet, what has been discussed and what remains unanswered.
The transcript lets you inspect the conversation behind the summary. The brief helps your salesperson find the points they need without starting from a blank calendar invitation.
This is preparation for discovery. It does not replace the salesperson’s responsibility to test assumptions, explore scope and establish whether the service is the right solution.
An example of a useful review
This is a fictional example. A brief says the prospect is the engineering lead, wants outside help with an integration and will involve finance in approval. Budget is recorded as unconfirmed.
If the campaign permits that buying stage, the salesperson can prepare questions about scope and approval. If confirmed budget is required, they can identify the exact gap instead of debating whether the prospect seemed enthusiastic.
A request to review a meeting should refer to the requirement and the supporting answer. That creates a clearer discussion than a general impression that the lead was weak.
What to bring to our call
Tell us what your salespeople currently receive and what they repeatedly have to discover from scratch. We can agree the context they need before joining and the evidence that should sit behind each booking.
Continue your research
Read our qualification standard · Frequently asked questions