Enterprise deals have five to ten people with a say and one of them talks to you. When that person goes quiet - reorg, new priority, they leave - the deal has no other surface and it stalls at exactly the stage where forecasting said it would close.
The usual fix is to tell the rep to multithread, which in practice means emailing four more people at the same account from the same address. Those emails are cold, they arrive from a vendor, and they convert like cold emails do.
1. Draw the committee. Economic buyer, champion, technical evaluator, security, procurement, and whoever owns the budget line this comes out of. Name them. An unnamed role is an unmapped risk.
2. Mark who you have actually met. Not emailed. Met, with a reply.
3. Find routes to the rest - across your whole company. This is the step that is skipped, because it is hard by hand. The route to their Head of Security is rarely held by sales; it is held by your own security lead, or by an engineer who worked with them, or by a customer who hired them.
4. Open each thread peer-to-peer. Your CTO to their CTO. Your VP Customer Success to their Head of Ops. The relevance is structural and the reply rate reflects it.
5. Keep the threads separate and informed. Each conversation has its own purpose. The rep keeps the map; the executives do not need to coordinate every message, they need to not contradict each other.
Do not escalate from the same place. If the champion has gone quiet, a second email from the rep is noise. A note from your CEO to their CEO, or a message from a customer who knows them, is a different event entirely.
Three routes to a committee of eight, across twenty live deals, is a few hundred relationships to check. No rep does that by hand, which is why multithreading stays an instruction rather than a practice.
Orbb runs that lookup across everyone at your company, so a rep opening an account sees which committee members are reachable and who inside the business holds each route. Centrical used exactly this to navigate a complex enterprise decision-making process they had been unable to break into through conventional outbound, and closed a seven-figure deal.
Three independent threads is the point where a deal stops being fragile. Below that, one person's calendar decides your quarter.