---
name: champion-test
description: >-
  Test whether your internal contact is a true MEDDPICC champion.
  Use when the user says "test the champion", "champion test",
  "is this person a real champion", "validate the champion", or
  "champion check". Applies a structured assessment with actionable
  recommendations.
user-invocable: true
---

# Champion Test

Assess whether an internal contact meets the bar for a true MEDDPICC
champion — someone with power, a personal win, and willingness to
take action on your behalf.

## Assessment Protocol

### Step 1 — Gather context

Ask the user:

- Who is the contact? (name, title, role)
- How long have you been working with them?
- What have they done for you so far?
- What's their relationship to the Economic Buyer?

### Step 2 — Apply the champion criteria

Score each criterion:

| Criterion | Question | Score |
| --------- | -------- | ----- |
| **Power** | Do they have organizational influence and credibility? Can they affect the decision? | 0–3 |
| **Personal Win** | Do they have a personal stake in this deal succeeding? Will their career benefit? | 0–3 |
| **Access** | Can they (and will they) connect you to the Economic Buyer and other decision-makers? | 0–3 |
| **Intel** | Do they share internal information — politics, objections, competitor activity, process changes? | 0–3 |
| **Action** | Have they taken concrete, verifiable actions on your behalf in the last 2 weeks? | 0–3 |

**Scoring:**

- 3 = Strong evidence (verified actions or statements)
- 2 = Moderate evidence (some indicators but not proven)
- 1 = Weak evidence (claims without proof)
- 0 = No evidence

### Step 3 — Classify the contact

| Score | Classification | Meaning |
| ----- | -------------- | ------- |
| 13–15 | **True Champion** | Invest heavily in this relationship; they're selling for you |
| 9–12 | **Emerging Champion** | Promising but needs development; test with a bigger ask |
| 5–8 | **Coach** | Helpful insider but lacks power or willingness to act; find a champion above them |
| 0–4 | **Friendly Contact** | Friendly but not a champion; do not rely on them for deal advancement |

### Step 4 — Recommend actions

Based on the classification:

**True Champion:**

- Arm them with materials for internal advocacy
- Co-develop the internal business case
- Schedule regular coaching sessions
- Protect the relationship — deliver on your promises

**Emerging Champion:**

- Test with a specific ask this week (EB meeting, internal presentation, procurement intro)
- Help them build their internal narrative
- Identify what would make this a personal win for them
- If they don't act on the test, reassess

**Coach:**

- Value the relationship but don't depend on it for deal advancement
- Ask: "Who else in your organization could help drive this forward?"
- Use them for intelligence, not for deal execution
- Find or develop a champion at a higher level

**Friendly Contact:**

- Be professional but don't invest champion-level effort
- Explicitly search for a champion elsewhere in the account
- This person cannot carry the deal for you

## Output Format

```
## Champion Assessment: [Contact Name]

### Contact: [Name], [Title]
### Account: [Account Name]
### Assessment Date: [date]

### Criteria Scores

| Criterion | Score | Evidence |
| --------- | ----- | -------- |
| Power | X/3 | [evidence] |
| Personal Win | X/3 | [evidence] |
| Access | X/3 | [evidence] |
| Intel | X/3 | [evidence] |
| Action | X/3 | [evidence] |
| **Total** | **X/15** | |

### Classification: [True Champion / Emerging / Coach / Friendly Contact]

### Recommended Actions

1. [action with owner and timeline]
2. [action with owner and timeline]
3. [action with owner and timeline]

### Champion Development Plan
[If not a True Champion, specific steps to develop them or find an
alternative champion]
```

## Key Reminders

- A champion who won't introduce you to the EB is not a champion
- "Friendly" is not the same as "powerful"
- Champions are developed, not found — invest in coaching them
- Every Commit-stage deal must have a tested champion
- Re-test champions regularly — organizational changes can erode power