Deal & pipeline intelligence
Updated
Sep 11, 2026

Deal Review Agent

Get a deal review pre-read that covers the deal history, qualification gaps, next steps, and risks, sent to everyone attending a day before the meeting.

  • Trigger: the day before a deal review
  • AI steps: write the deal history, then identify gaps, next steps, and risks
  • Output: the pre-read emailed to everyone attending
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Deal Review Agent: the day before a deal review; write the deal history, then identify gaps, next steps, and risks; the pre-read emailed to everyone attending
How it works

Agent breakdown

A blueprint to adapt, not a fixed recipe. Set the trigger, thresholds, and methodology that fit your team, and each step builds on the last, using the conversation and CRM context you already capture.

1
TriggerStep 1 of 6

Build the pre-read a day ahead

A day before the deal review, the agent starts building the pre-read. Sending it ahead gives everyone time to read the deal history and decide what they want to challenge before the meeting.

  • Trigger: The day before a deal review
  • Lead time: One day before the meeting
2
ActionStep 2 of 6

Get the current opportunity fields

Next, the agent pulls the opportunity's current stage, value, and qualification fields. These show how the deal stands in the CRM and what the team will challenge against the history of the buyer conversations.

  • Fields: Stage and value
  • Qualification: The fields as they currently stand
3
ActionStep 3 of 6

Gather every call on the deal

To show the full arc of the deal, the agent gathers every call linked to the opportunity. It uses the complete history rather than only the latest conversation, so the pre-read can explain what changed and when.

  • Include: Every call linked to the opportunity
  • Coverage: The whole deal, not only the latest conversation
4
ActionStep 4 of 6

Summarize the deal history

Using the opportunity fields and call history, the agent summarizes the deal in ten lines. It explains what happened, when it happened, and what each stage change was based on, giving everyone the same account of how the deal reached its current position.

Prompt

Summarize the deal so far using the opportunity's current stage, value, and qualification fields, along with every call linked to the deal.

Write exactly ten lines covering:

  • What happened during the deal.
  • When each important event happened.
  • Each stage change and what it was based on.

Use only the opportunity fields and call history provided. Keep the events in chronological order and do not infer events or reasons that are not supported by the record or calls.

Return a numbered list of exactly ten lines.

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5
ActionStep 5 of 6

Identify the gaps, next steps, and risks

From that history, the agent lists what is still unqualified and the next step for each gap, including an owner and due date. It also names the deal risks, so the meeting can focus on the points where the team disagrees or still needs an answer.

Prompt

Review the opportunity fields, the complete call history, and the ten-line deal summary from the previous step.

Identify:

  • Everything that is still unqualified.
  • The next step for each unqualified item.
  • The owner of each next step.
  • The due date for each next step.
  • The risks to the deal.

Use only the information in the opportunity record and call history. Do not treat an unconfirmed detail as qualified.

Return a list with the fields: unqualified item, next step, owner, due date, and deal risk.

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6
OutputStep 6 of 6

Email the pre-read to everyone attending

Once the pre-read is complete, the agent emails it to everyone attending the deal review. Everyone receives the same deal history, qualification gaps, next steps, and risks before the meeting, so the conversation can start with the points people want to challenge.

  • Recipients: Everyone attending the deal review
  • Delivery: Internal email
Output

Deal history, qualification gaps, next steps, and risks emailed to everyone attending

Get the complete deal review pre-read a day before the meeting, with a ten-line history of the deal, what is still unqualified, the next step for each gap, its owner and due date, and the deal risks. Everyone attending receives the same pre-read, so you can use the meeting to challenge the deal rather than reconstruct its history.

  • For sales managers: Review the gaps, owners, due dates, and risks before the meeting, then focus the discussion on what still needs to be resolved.
Deal history, qualification gaps, next steps, and risks emailed to everyone attending