5-7 target accounts. 18 steps. 10 working days. 2-3 product concepts with architecture, BOM, and competitive positioning, ready for your sales team to present.
The client provides a list of 5-7 target accounts. These are companies the client wants to win as customers. Optionally, the client specifies a focus area or technology niche, but this is not required. The pipeline works equally well with a broad list ("these are our top prospect accounts") or a focused one ("we want to sell FPGA-based solutions to these automotive companies").
Stakeholders from the client's side are welcome to participate in the process. A sales manager who knows the target accounts can accelerate the qualification stage. A technical expert who understands the product portfolio can improve concept quality. But no internal expertise is required. The pipeline is designed to work from a cold start: company names and an optional focus area are the minimum input.
The output is always the same: 2-3 product concepts per qualified account, each containing a system architecture, preliminary BOM, competitive positioning against 3-5 alternatives, and a go-to-market angle with specific stakeholder targeting. All materials are white-labeled and ready for the client's sales team to present.
Days 1-2 cover qualification and company profiling. Each target account is evaluated against fit criteria: does the company build hardware products? Is there evidence of active development (hiring, patents, press releases)? Can we identify a decision-maker? Accounts that fail qualification are replaced from a backup list. For qualified accounts, the business analyst creates a detailed company profile covering industry position, financials, product lines, technology stack, and organizational structure.
Days 3-4 focus on insight generation and signal research. The analyst identifies 5-7 potential product opportunities per account, each tied to a specific pain point discovered through OSINT research. These insights are scored on business impact, technical feasibility, competitive advantage, and time-to-market. A technical expert reviews the insights for engineering plausibility. The top 2 insights per account are selected for concept development.
Day 5 begins concept engineering. For each selected insight, the analyst creates a deep analysis document covering the problem statement, market context, solution hypothesis, technical feasibility, competitor analysis, business model, and implementation roadmap. This deep analysis feeds directly into the product concept.
Days 6-7 are dedicated to concept creation. Each product concept is built from the deep analysis using a standardized template: executive summary, problem and opportunity, solution vision, product description with architecture, technical implementation plan, competitive positioning matrix, business model, phased roadmap, resource requirements, and success metrics. The concept must read like a story, not a technical specification.
Days 8-9 cover multi-stage validation. The product manager checks business logic and market positioning. The technical expert validates architecture and BOM feasibility. The business manager reviews from a sales perspective: will this resonate in a 30-minute meeting? Each reviewer can send concepts back for rework. Only concepts that pass all three reviews proceed to packaging.
Day 10 is packaging and delivery. The approved concepts are compiled into a mini-offer (a 6-7 slide presentation combining the strongest concepts) and meeting notes (a narrative script for the sales manager including client profile, talking points for each concept, anticipated objections, and proposed next steps). All materials are white-labeled and delivered to the client.
Each stage of the pipeline has explicit Go/No-Go criteria. At qualification (step 1), a lead must have confirmed meeting potential. At company profiling (step 4), the analyst must produce a complete profile with at least 3 documented pain points. At insight generation (step 5), each insight must be linked to a specific client pain with quantified business impact.
At concept creation (step 9), the document must pass the "30-second pitch test" and include a compelling metaphor for the proposed solution. At product validation (step 10), the business logic must show a credible path from pilot to production contract. At technical validation (step 11), the architecture must be implementable with known technologies and the BOM must be based on real component pricing.
Bad leads are killed early. Of the 5-7 initial accounts, typically 1-2 are disqualified at the profiling stage due to insufficient evidence of active development or inability to identify a decision-maker. Of the 5-7 insights generated per qualified account, only 2 survive scoring. This progressive filtering ensures that concept creation resources are spent only on opportunities with genuine potential.
The final deliverable package for each qualified account includes 2-3 product concepts, each with system architecture (block diagram with interfaces and protocols), preliminary BOM (critical components, unit costs, volume assumptions), competitive positioning (3-5 alternatives with differentiation matrix), and go-to-market angle (target stakeholder, lead pain point, pilot scope and pricing).
Additionally, you receive a mini-offer presentation (6-7 slides combining the strongest concepts into a single narrative), meeting notes with a sales script (client profile, talking points, anticipated objections, proposed next steps), and a stakeholder profile for each identified decision-maker (professional background, communication preferences, leverage points).
Everything is delivered in editable formats (Markdown source, exportable to PowerPoint and PDF) under the client's brand. No Promwad branding. No attribution required. Your sales team presents the materials as their own work product.
The pipeline described above follows a 6-stage flow: Qualification, Research, Insights, Concepts, Mini-Offer, and Client Meeting. Each stage has defined inputs, outputs, roles, and SLA timelines.
For an interactive visualization of the complete pipeline with stage-by-stage breakdowns, visit the MagicFlow page. It shows how each stage connects, what roles are involved, and how the quality gates filter opportunities at each transition.
The total SLA across all 18 steps is approximately 213-215 hours of work time, distributed across 5 buckets. The critical path runs through concept creation (steps 8-9, 72 hours combined), which is why the pipeline is designed to parallelize research and profiling in the first week.
Existing knowledge accelerates the pipeline. If your sales team has existing relationships, meeting notes, or technical discussions with the target accounts, this information feeds directly into the profiling and insight stages. The pipeline is shorter (7-8 days instead of 10) when starting from warm accounts rather than cold ones.
The 2-3 concept limit is deliberate. During insight generation, 5-7 opportunities are identified per account and scored. Only the top 2-3 survive the quality gates. Producing more concepts would mean lowering the quality threshold. If you need broader coverage, the pipeline can be run on additional accounts instead.
After the client meeting (step 17), the business manager fills out a structured feedback document covering what resonated, what did not, questions asked, and next steps agreed. This feedback feeds back into the pipeline for continuous improvement. If the client wants to proceed, the conversation transitions to a standard engineering engagement with Promwad as the delivery partner.
A single team processes 5-7 accounts per engagement. For larger campaigns, multiple teams run in parallel. The Dream Teams architecture supports 2-3 parallel teams, each handling 5-7 accounts per 2-week sprint, for a total throughput of 10-21 accounts per sprint cycle.