- The CEO decides when sponsorship solves real business problems
- Relationships and internal alignment are decisive in the negotiation
- Tangible results turn skepticism into advocacy
The CEO is the one with the final word.
The one who decides whether to sign or drop the sponsorship.
And the bigger the investment, the greater their involvement in the negotiation.
Years ago, I lived a real story about how a CEO was not only convinced but became a true advocate for a sponsorship.
On the first attempt, the proposal was quickly rejected: “not a priority right now.”
On the second attempt, months later, he agreed because he understood the project “made strategic sense.”
When it came time for renewal, he was the first to celebrate the results and point out that the deal was “good, beautiful, and cheap.”
Good: delivers results
Beautiful: tells a story
Cheap: pays off economically
From disbelief to defending the sponsorship.
What changed?
First, it’s important to understand that not everything is in our hands.
The company’s market moment, financial situation, or other investment commitments weigh heavily.
But within what can be controlled, here’s what was done:
1) Create tension
Companies seek solutions to real challenges. Showing the risks of missing the opportunity, opening the door to competitors, and drifting away from customers was essential.
2) Connect with critical KPIs
Showing how the project would help strengthen key industry indicators made the CEO see the sponsorship as part of the strategy, not just a cost.
3) Build relationships
Facilitating meetings between leadership teams and preparing these conversations with relevant information built trust and strategic alignment.
4) Sell the project internally
Engaging other business areas and celebrating achievements with all employees helped the sponsorship gain strength within the organization.
5) Show tangible results
Narratives matter, but they need to be backed by clear, easy-to-understand data. Good initial planning made all the difference.
Convincing a CEO is neither easy nor quick — especially when starting from disinterest.
Our role is to help solve the business problems sitting on their desk.
Want the CEO’s “yes”? Stop selling sponsorship.
Sell solutions, strategy, and results.
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