What Causes Delays in Enterprise Deals After Commercial Terms Are Agreed? Insights from Sales Pros Requested | RevGenius

Hassan M.
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Ganesh A. 1. Legal and Finance on both sides tend to be the biggest stakeholders and the ones that introduce the most complexity. 2. The most common objections revolve around implementation. Clients want a clear understanding of what onboarding looks like, how the project will be executed, and what resources they'll need to commit once the agreement is signed. 3. Yes. We've had multiple Finance teams become involved throughout the buying process. In one case, the client ultimately chose another solution because their procurement and approval process required fewer internal steps. 4. My biggest takeaway has been aligning all stakeholders immediately after the initial solution call. That way, when it's time to bring in Legal, Finance, Procurement, or other decision-makers, they already have the necessary context. In enterprise sales, a significant amount of time is spent getting each stakeholder up to speed across all the moving pieces of the deal, so creating that alignment early helps keep momentum throughout the process.
Ganesh A.
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Thanks for taking the time to share this, Hassan M. I really appreciate the detailed response. Your point about getting every stakeholder aligned early really stood out to me. By the time Legal, Finance, and Procurement get involved, they're often seeing the deal for the first time, so a lot of time is spent understanding the context rather than making a decision. That's actually one of the reasons I'm asking these questions. I recently joined TermScout, and we're trying to solve a part of this problem by helping companies reduce contract friction. We independently review and benchmark customer agreements, giving buyers, Legal, and Procurement teams more context and confidence before the deeper negotiations even begin. The idea is to spend less time explaining standard contract positions and more time moving the deal forward. Your implementation point is also interesting. It makes me think that trust isn't built only through the contract; it also comes from giving buyers confidence in what happens after they sign. Thanks again for sharing your experience. This is exactly the kind of perspective I was hoping to learn from.
Hassan M.
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Not a problem man, happy to have helped. Connected with you on LI, Ganesh A.
Ganesh A.
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Sure. 🙌
Valiantsina H.
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Great insights, Hassan M. — especially the point about getting stakeholders aligned early. We see the same from the implementation side. Sales says yes to everything, but delivery gets dragged in after the deal is signed and suddenly discovers that integrating Salesforce with the client's ERP or billing system is more complex than anyone planned. That's when the real friction starts — not just legal, but "who's actually going to make this work." Bringing delivery and RevOps into the conversation before the contract draft (even just for a quick feasibility check) has saved a few of our clients from post-sale surprises. Curious — how does your team handle this? Do you get implementation involved early, or is that still a post-signature conversation?
Ozan D.
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one thing that helped us: getting the buyer's internal champion to draft a 1-pager explaining the deal to their legal/procurement team. sounds obvious but most sellers leave it to the champion to explain the deal in their own words, which usually means legal gets a vague request with no context and starts from scratch. giving them the ammunition upfront cut our cycle time significantly.
Sandra R.
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Enterprise sales is complex. Deals stall for many reasons however as a sales leader the most common selling problem is that the seller has not successfully qualified the customer. Basic critical things like, who is the economic buyer, do you have a champion ( different from signer typically), do they have a dedicated budget, is there a compelling event, and more. Hope this helps, happy to chat!