Where most people lose money is not in the argument, it is in the first number and the silence after it. Practise anchoring, trading instead of conceding, and being comfortable with a pause.
Built for individuals and commercial teams. Every call is spoken in real time — not a chat transcript — and ends with a scored debrief you can replay.
These are the four axes the debrief grades, written out in full rather than summarised. Knowing them before the call is not cheating — it is the difference between practice and a test.
Did they establish a defensible position with reasoning, and either anchor first or handle the other side's anchor without accepting its frame?
Was every concession exchanged for something? A unilateral give teaches the other side that waiting is profitable.
Did they hold a pause, resist negotiating against themselves, and avoid filling quiet with a worse offer? This is where most of the money is lost.
What was actually agreed, measured against the position they walked in with?
The counterpart is not scripted to agree. Each of these is a real outcome the scenario can reach, ordered best to worst.
They moved the other side and gave up less than they got.
No ground gained, none lost.
Agreement reached at a cost that did not buy anything back.
Improved the other side's offer without being asked. Almost always happens in a silence.
They've made an offer below your number and asked what you think. Everything you lose here, you lose in the next ninety seconds.
You are: A candidate who has just been made an offer after four rounds. Your goal: Improve the offer without damaging the relationship — and without negotiating against yourself.
Teaches: Anchoring, holding a silence, and trading across levers instead of pushing one.
Procurement has your renewal and a competitor's quote. They opened with twenty-five percent off and went quiet.
You are: An account executive renewing a three-year analytics contract worth 180,000 a year. Your goal: Understand what she actually needs, improve the deal without gutting margin, and close — without negotiating against yourself in the silence.
Teaches: Finding the real constraint in a renewal and trading across term length, not just price.
No competing offer, no invitation, and a manager who will happily agree to revisit this later. Getting a yes is not the hard part — getting a date is.
You are: An engineer three years into the role, asking your director for a raise. Your goal: Leave with a specific number attached to a specific date — or a written set of conditions that gets you there.
Teaches: Arguing from contribution rather than need, and converting a warm yes into a dated commitment.
Qualify without interrogating.
Price, timing, competitor, status quo.
Demo to the problem, not the feature list.
Renewals, QBRs and expansion.
Take the heat out before solving it.
The conversation managers avoid for months.
Set direction and hold the room.
Present, field Q&A, sharpen delivery.
Salary, contract and scope. A real voice on the other end, a counterpart who does not simply agree, and a scored debrief against the four axes above. The first call is free.