Separate the budget owner, business sponsor, users, technical evaluators, security and procurement. Some people hold several roles; others participate only at a particular stage.
Review relevant responsibilities, professional histories, prior working relationships and public project evidence. Look for people whose expertise may shape the evaluation, including stakeholders without senior titles.
Treat external advisors and former colleagues as possible context or access routes, not automatically members of the buying committee.
Ask who owns the outcome, who must approve, which concerns remain and whose input is needed next. Work with the champion rather than secretly bypassing them.
Keep each stakeholder's role, evidence and current engagement in the account plan. Update it when the project or organisation changes.
Orbb can help research relevant people and potential paths to them. The output should support a credible conversation and validation, not claim certainty about private decision-making from public records alone.