BRAIT scores every deal on five axes. Drag the sliders — the traffic light applies exactly the rules the suite applies, and the average is not the criterion.
One axis at 1 turns the deal red — even at an average of 4.2. A single total failure makes it unforecastable, however good the rest looks.
Budget allocated for this initiative, value and ROI understood.
Several contacts, an advocate is emerging.
Committee mapped including blockers, decision maker actively involved.
Prioritised pain, solution seen as the fix, impact roughly quantified.
No trigger, no timeframe.
No trigger: find a compelling event — quantify the cost of inaction and anchor it to a deadline.
And is the value understood? Not “does the company have money”, but: is a budget allocated for this specific initiative and is the ROI beyond dispute.
A single contact, or a network with a champion working for you internally? Single-threaded is the most common quiet cause of death.
Or does everything hang on a gatekeeper? The top level requires a mapped committee — including the blockers.
And is the pain quantified? Only once the customer names the cost in hours or euros does it stop being a “nice to have”.
A timeframe without a trigger is not timing. The top level means: a deadline, and inaction has a measurable cost.
That sounds like bureaucracy and is the actual value. Every change of value is its own entry — nothing is overwritten. “Budget rose from 2 to 4” plus the sentence explaining why becomes, over months, the story of the deal: readable for the colleague who takes over, and for your own later self.
A snapshot tells you where you stand. A history tells you where you are moving.
Because every state is kept, the spider shows a dashed ghost next to the current picture — the first assessment by default. A time slider moves it to any earlier point. So you can see at a glance whether a deal has really moved since last quarter or has merely grown older.
Four communication preferences as a starting point — derived from established four-colour models and cut for daily sales work. A tool, not a personality test.
Role ≠ colour. A CFO can be red, a salesperson blue. The role only offers a first hypothesis — you confirm it from actual behaviour in the first conversation. The colour is minimal (one of four), internal only, and explicitly not a psychological assessment.
BRAIT grew out of the founder's own sales practice — no bought-in framework, no licence, no consulting product. BANT and MEDDIC are relatives, not the source. The difference is the cut: built for mid-market deals with three to seven people involved, not for corporate procurement with thirty.
Both can be switched off per tenant. With BRAIT off, the card, the tab and the traffic light disappear — the opportunity works exactly as before. Colour theory switches off independently, because the colour is a property of the contact, not of the deal. If you only want a pipeline, you only get a pipeline.
A framework in a training deck stops being used after two weeks. One that sits on the opportunity and asks a question after every customer contact does not.