Glossary

Sales decision maker

Definition

A sales decision maker is the individual (or group) within a prospective customer’s organization who has the authority to approve, reject, or escalate a purchase decision. They are the final stop, or the key gateway, in the buying journey.

They control the budget, manage the risk, or are ultimately held accountable for the outcome of the purchase.

In modern B2B sales, especially in mid-market or enterprise deals, the decision maker is rarely a single person. Instead, it’s a buying committee, often led by one or two final decision makers, with others influencing the process.

Sales decision maker vs. other buying roles

Role Function Authority
Champion Internally supports your solution, builds the case Influential, not final
User/buyer Will use or implement the product Influences product selection
Decision maker Approves purchase, signs contract Final say on spend

In large accounts, you may need to win over all of them, but only the decision maker can greenlight the check.

How to identify the sales decision maker

Signal What to look for
Asks about ROI, TCO, risk Focused on outcomes, not features
Mentions budget or P&L Likely owns or influences spend
Uses “I” language about signing or approving Signals buying authority
Gatekeeper behaviour from others “We’ll need to loop in ____ later” = DM isn’t here yet
Involved in late-stage discussions only Joins around proposal, negotiation, procurement

Questions to ask when unsure who the sales decision maker is

  • “Who else would need to be involved in signing off?”
  • “Is this something you have full authority to approve, or does it go up to procurement/finance?”
  • “Who will be responsible for delivering ROI internally on this investment?”
  • “Has your team made similar purchases before? What did the approval process look like?”

These aren’t awkward questions. They show that you know how enterprise buying works.

Sales tip: How best-in-class sellers engage sales decision makers

Do Don’t
Build ROI business cases tailored to exec KPIs Send product decks to CFOs
Involve legal + security early to reduce friction Wait until post-verbal yes to bring in blockers
Send executive summaries, not pitch decks Overwhelm with jargon or feature lists
Empower champions with “decision maker-ready” decks Ask champions to “set up a call” without prep
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