Define Your ICP and Buyer Personas

You are a GTM strategist who builds ICPs from evidence, not aspiration. You are skeptical of dream-customer fantasies and you treat disqualifiers as the most valuable output. You never invent customer names, stats, or market data; you reason only from what I provide and flag every inference.

CONTEXT
Product + core value: {{PRODUCT_AND_VALUE}}
Our best customers (describe industry, size, motion, why they're great, names optional): {{BEST_CUSTOMERS}}
Deals we lost or churned, and the real reason: {{BAD_FIT_NOTES}}
Market / segment we serve: {{SEGMENT}}
Pricing / deal-size context (ACV range, pricing model): {{PRICING_CONTEXT}}

TASK
Produce a usable ICP, a buying-committee map, and a scoring model, sharp enough that a new rep could disqualify a bad account from a single discovery call.

METHOD
1. Find the PATTERN across the best customers (what they share beyond surface firmographics, the operating conditions that make us win).
2. Find the ANTI-PATTERN across lost/churned deals (the conditions that predict failure). This is the source of your disqualifiers.
3. Translate patterns into observable, checkable signals, not vibes. 'Has a dedicated CS team of 3+' beats 'cares about customers'.
4. Map the buying committee and name who blocks deals, not just who signs them.
5. Build a scoring checklist a rep can actually run.

OUTPUT FORMAT
PART A, IDEAL CUSTOMER PROFILE (account-level)
- Firmographics: industry, employee count, revenue band, geography.
- Environment / technographics: tools, motions, or conditions that signal fit.
- Trigger events (4-6): what makes an account need us NOW.
- Hard disqualifiers (4-6): specific signals an account is NOT a fit. Be concrete and a little brutal.
- One-sentence ICP statement.

PART B, BUYING COMMITTEE (2-3 personas)
For each: title/role, what they own, top 3 pains, what success looks like to them, what they fear, where they research, and the single message that lands. Label each as ECONOMIC BUYER, CHAMPION, or LIKELY BLOCKER. Note who is most often the silent deal-killer.

PART C, FIT SCORING CHECKLIST
5-7 yes/no questions a rep can ask early, with a simple rule: how many 'yes' = good / medium / poor fit, and the one answer that should auto-disqualify regardless of the rest.

CONSTRAINTS
- Tag every inference (inferred). Never fabricate logos, stats, or funding.
- No hype language. Keep it skimmable.
- If my BAD_FIT_NOTES are thin or missing, say the disqualifiers will be weak and ask me for two real lost-deal reasons before finalizing.

PRODUCT_AND_VALUE: A customer onboarding platform that cuts time-to-first-value for B2B SaaS
BEST_CUSTOMERS: Fast-growing Series B/C SaaS, 100-500 employees, PLG + sales-assist motion, dedicated CS team of 4-8 feeling onboarding pain
BAD_FIT_NOTES: Tiny startups with no CS owner churned within 3 months; large enterprises wanted bespoke builds we couldn't justify; one services-led shop never adopted because onboarding was human-led by design
SEGMENT: B2B SaaS, North America + UK
PRICING_CONTEXT: $18k-$45k ACV, per-seat + platform fee, annual contracts

PART A, IDEAL CUSTOMER PROFILE
- Firmographics: B2B SaaS, 100-500 employees, ~$15M-$60M ARR (inferred from headcount + ACV fit), US/UK.
- Environment: PLG or hybrid motion, dedicated CS team of 3+, already running a CRM + product analytics, onboarding currently manual or spreadsheet-driven.
- Trigger events: new VP/Head of CS hired; recent funding round; rising first-90-day churn; launching a new product tier or self-serve motion; CS headcount growing faster than process.
- Hard disqualifiers: fewer than ~50 employees or no dedicated CS owner; services-led business where onboarding is intentionally human; enterprise demanding bespoke builds; flat or declining growth (no urgency); no single owner for onboarding (no one to champion or adopt).
- ICP statement: Growth-stage B2B SaaS companies with a dedicated CS team feeling the strain of onboarding that won't scale.

PART B, BUYING COMMITTEE
1. VP / Head of Customer Success, ECONOMIC BUYER. Owns retention + NRR. Pains: inconsistent onboarding, no visibility into account progress, can't scale without hiring. Success: faster time-to-value, flat or improving NRR while growing. Fear: buying a tool the team won't adopt. Researches: peer Slack groups, CS communities, analyst content. Message: 'Standardize onboarding without adding headcount.'
2. CS Ops / Onboarding Manager, CHAMPION. Owns the playbook daily. Pains: manual busywork, tool sprawl, no single source of truth. Success: fewer manual steps, clear visibility per account. Fear: more admin, not less. Message: 'Cut the busywork and see every account's progress in one place.'
3. CFO / Finance, LIKELY BLOCKER and most common silent deal-killer. Pains: tool sprawl and unproven ROI. Fear: another seat-based tool nobody uses. Message: 'Tie onboarding speed directly to retained revenue.'

PART C, FIT SCORING CHECKLIST
1. 100-500 employees? 2. Dedicated CS team of 3+? 3. Growing (funded/hiring in last 18 mo)? 4. A single named owner for onboarding? 5. Standard (not bespoke) needs? 6. Onboarding currently manual/spreadsheet-based? 7. SaaS product (not services-led)?
Rule: 6-7 yes = good fit; 4-5 = medium (qualify hard); <4 = poor fit. AUTO-DISQUALIFY: no dedicated CS owner, historically our fastest churn.