UBS: Closing a Complex Enterprise SaaS Deal

I identified UBS's India operation as a relevant account for Belong.co's outbound hiring platform. Early conversations surfaced pressure around time to fill, candidate drop-off, and competition for talent. I spoke with recruiters and hiring managers to understand where those issues arose and how they affected the business.

The discovery continued during product demonstrations. When stakeholders described an urgent hiring problem, I tested the explanation with specific questions and assumptions. Their answers helped the group identify the underlying gap and gave us a clearer basis for deciding whether Belong could help.

I mapped the buying organization and kept several threads active. The process involved roughly 15 stakeholders across regions. I documented the challenges, decision process, strategic goals, and the role our product could play. That map also helped my sales leaders enter the right conversations with context.

I brought in colleagues from product, engineering, finance, and leadership when their expertise would improve alignment. We also used meetings and events to help customer stakeholders understand our team and how we would support the account.

Around six months into the process, the main stakeholders had documented the intended direction and expectations in email. Two internal champions kept us informed, and I continued checking their guidance against the wider buying process. This reduced surprises while the deal moved through competitive comparisons, pricing objections, legal review, compliance, and procurement.

Near the close, UBS requested dedicated support for onboarding and adoption. We structured that support at an additional cost. The agreement closed after nine months as a 12-month, upfront contract for two licenses.