What will you walk into your next client meeting with?

I wrote the script that builds the deck, but I couldn't create the .pptx itself. This session wasn't allowed to run commands, so the script hasn't been run and the slides haven't been checked visually. To create the deck:

cd [a file on the test computer]
npm install pptxgenjs
node build_deck.js

That writes ExampleCo_Pitch.pptx in the same folder. The script is at [a file on the test computer].

What's in the deck (widescreen; white content slides between navy title and closing slides; Cambria headings with Calibri body text; a dotted "delivery route" graphic repeats on every slide; speaker notes on all 5 slides):

1. Title: "Every delivery on time. Every customer kept." with a route drawing that ends at an amber "arrived on time" stop.
2. The problem: On the left, what you've heard from ExampleCo. On the right, three questions to ask them: how routes are planned today, where the lateness starts, and which customers or regions feel it most.
3. The cost: Three large numbers (on-time rate, customers lost, revenue at risk), plus the formula customers lost × average annual value per customer to work out with their team.
4. The approach: Four steps (Plan → Dispatch → Track → Improve), each aimed at a point where deliveries slip, plus a box for proof from a similar customer.
5. Next step: A three-step pilot (Baseline → Pilot → Decide) and one specific ask: name a pilot owner and share delivery data by a set date.

Before the meeting, fill in the amber placeholders. Every [User to add: ...] shows in amber italics so none gets missed. They cover:

• your company name and the meeting date
• ExampleCo's on-time rate, number of customers lost, and revenue at risk
• one real customer result you have permission to share
• the pilot site, how long it runs, and how many weeks of delivery data you need

I didn't invent any statistics, customer results or commitments. Web search wasn't approved, so the deck has no outside industry figures.

Assumptions to check:

• Assumption: You sell the route-planning software. On slide 4, delete any of the four steps your product doesn't fully cover.
• Assumption: The audience is senior (operations or leadership), so the deck is 60% about ExampleCo's problem and 40% about your approach, with no pricing. Tell me if it's a technical evaluation and I'll add integration and architecture slides.
• Assumption: You don't have your own brand colors, so I used plain consulting defaults. Send me a hex code and font name and I'll change the colors and fonts.

The Microsoft 365, Netlify and Zap connectors need to be authorized in your claude.ai connector settings before they can be used. None of them were needed for this deck.

I haven't built the card yet. I couldn't find a company called "CompetitorCo" in logistics software. A search for it alongside route optimisation turned up only the known players (Locus, LogiNext, DispatchTrack, OptimoRoute, Route4Me and others). A search for "CompetitorCo acquired by" found only an unrelated events company, Competitor Group, which Ironman bought in 2017. I'm guessing "CompetitorCo" is a stand-in name, but I haven't confirmed that.

Stopping here follows the rules this skill runs under. Every claim about a competitor on a battle card needs a source: their own materials, an analyst report, or a G2/Capterra-type review site. Without the real company I have nothing to source. I also have to confirm the competitor isn't part of your own group before building content against them. Filling in their strengths, weaknesses or pricing from general knowledge is how a rep ends up saying something in a deal that the prospect can disprove in a minute.

Three questions, all in this one message:

1. Who are they, and who are you? Give me the competitor's real name and website, your company name, and which countries these deals are in. With that I can check the competitor is independent of you and pull their reviews, docs and analyst coverage.

1. Which ERPs keep coming up? Name the ones prospects raise in lost or stalled deals (SAP, Dynamics, NetSuite, Oracle, or others). For each one, is your connection built in, through middleware or an iPaaS tool, via a custom API integration, or missing? If you cover the ERPs these buyers actually run, the answer is to reframe the objection. If not, the answer is a workaround and a timeline. Those are two different scripts.

1. What proof do you have for your two strengths? For faster setup: your typical go-live time, and a customer you're allowed to name. For multi-drop route optimisation: a result you can stand behind, like distance, cost or drops per vehicle, ideally with a named mid-market logistics customer. Logistics buyers want references from logistics companies.

On pricing: since you have no verified data, the card will say their pricing isn't public and give reps questions to find out what the prospect was quoted. It won't include estimates.

If you'd rather have a draft now, I can build one using only what you've told me. I'd mark it Low confidence, use [User to add: ...] placeholders wherever a fact is needed, and state nothing about CompetitorCo's product. It would work for internal prep but shouldn't go to the field until the gaps are filled. Just say "draft it" and I'll build it.

Sources:

• DispatchTrack: Route Optimization Software Comparison
• nuVizz: Route Optimization Software Comparison for Last-Mile Delivery
• GetApp: Logistics Software with Route Optimization 2026
• Bicycle Retailer: Ironman buys Competitor Group Holdings

Meeting brief: ExampleCo | Fri 25 Sep 2026 | 3:00 PM

⚠️ Check these before the call:

• I couldn't verify who Dana Example is. A web search for "Dana Example" + ExampleCo + VP Operations found several people named Dana Example on LinkedIn, but none at ExampleCo. Check her title and profile yourself before the call.
• I couldn't see your notes or calendar. The Calendar, Gmail, Notion and Drive lookups were denied. Everything below about the first meeting comes only from what you told me. If you have notes from that call, spend two minutes rereading them.
• I don't know what you sell or anything about CompetitorCo. So this brief doesn't claim anything about either product. Where your specifics belong, you'll see [User to add: …].
• "ExampleCo" and "CompetitorCo" may be stand-in names. If they are real companies, send me their websites and I'll add company news and a competitor check.

ATTENDEES
Dana Example, VP Operations, ExampleCo. Time in role unknown. [Verify before meeting]
Assumption: Dana is the only person from ExampleCo on the call. If someone new joins, that tells you something: IT or finance usually means they're evaluating seriously, and a more senior person may mean the problem has been escalated.

CONTEXT
This is the second meeting. The first was about delivery delays in their northern region. They are also looking at CompetitorCo, so you're probably on a shortlist. On this call Dana will decide whether you understand her problem better than CompetitorCo does.

LAST INTERACTION (from what you told me)

• You discussed delivery delays in the northern region.
• ExampleCo is also evaluating CompetitorCo.
• What you promised to follow up on: [User to add]

DISCUSSION POINTS

1. What has happened since you last spoke. Ask whether the northern delays got better, got worse, or spread to other regions. If they got worse or spread, the problem is more urgent, and that urgency will drive their timeline.
2. What the delays cost them. Ask how they measure it: on-time delivery %, customer complaints, penalty charges, overtime, lost orders. Without numbers from Dana, you have no basis for a business case or ROI figure. If she can't put a number on it yet, offer to help her build one.
3. What's causing the delays. Ask whether it's carrier capacity, depot or warehouse throughput, route planning, staffing, or visibility. Then connect your answer to the specific cause, not to the delays in general: [User to add: your capability for the cause she names]
4. How they will decide. Ask who else is involved, what criteria they're using, and when they plan to decide. This tells you what you're up against with CompetitorCo without mentioning them first.

LIKELY QUESTIONS AND OBJECTIONS

• Q: "How are you different from CompetitorCo?"

A: Don't answer from memory. Ask first: "What stood out to you in their approach?" Then respond to what she actually says, using [User to add: 1 to 2 verified differentiators tied to delivery performance]. Say nothing about CompetitorCo that you can't source.

• Q: "Have you fixed this for a company like us?"

A: [User to add: a reference customer with a similar regional delivery problem and a result you can share]

• Q: "How long until we see improvement in the north?"

A: [User to add: a realistic timeline]. Don't commit to a date on the call that your delivery team hasn't agreed to.

DESIRED OUTCOME
Assumption: Success means leaving with a concrete next step: a scoped pilot or diagnostic for the northern region, or a working session with her team. Tell me if you're aiming for something else, such as a proposal request or an introduction to the budget holder.

MEETING STARTER
"Dana, last time you walked me through the delivery delays in the north. Before I share anything, I'd like to hear what's changed on the ground since then."
This opens with her problem rather than your pitch, and it only refers to things you know happened.

Next steps I can take:

• Build a CompetitorCo battle card. I'd need the real company name or website so I can check it against proper sources.
• Draft a 3-line agenda to send Dana before 3 PM.
• Debrief with you after the call and draft the follow-up email. It works best within 30 minutes of hanging up.
• Pull your past notes on this account, if you allow the Calendar, Gmail, Notion or Drive lookups.

Sources:

• Web search for "ExampleCo" "Dana Example" VP Operations (link to a private person's profile removed): no profile matched both the company and the title