A technology evaluation, financial decision and expansion project can involve different people. Start from the outcome and responsibility, not a list of revenue leaders.
Identify likely budget authority, evaluators, users, internal coordinators and relevant external voices. Research current responsibilities and professional histories with dates and sources.
Look for genuine relationships through customers, employees, former colleagues, advisors and partners. Distinguish an information source from someone able and willing to introduce you.
For each priority person, record why they matter, evidence, proposed connector, uncertainty and a useful action. Validate through the champion and appropriate account conversations.
Orbb's differentiated contribution is people and path research that supports execution. A count of contacts held at a company is less useful than a small number of relevant people with credible routes and assigned follow-up.