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Kofi's "let's keep talking" is an answer [...] it means there's no reason for him to change right now. Interesting isn't painful. You have a relationship, not a deal, and your job this quarter is to find out which one it can become. **What's actually going on** A VP Finance who keeps taking calls but won't commit to timing usually falls into one of these: 1. There's no trigger. Nothing is broken enough to justify a migration, a procurement cycle, and training his team. Card programs and AP are sticky; "better" rarely beats "working." 2. There *is* a trigger but it's on his calendar, not yours [...] a renewal with their current card provider, a new controller starting, an audit finding, a clinic acquisition, a fiscal year rollover. He hasn't told you because you haven't asked the right way. 3. He's not the decision maker. At a multi-location vet group, there may be a CFO, a PE sponsor, or an owner-operator who actually signs. Kofi is gathering information for someone you've never met. 4. He likes you and finds it easier to keep saying yes to a call than to say no. Any of these can be true at once. None of them get solved by another discovery call about features. **What to do this week** Have one honest conversation with Kofi, and make it different from the last five: > "Kofi, I've enjoyed these conversations and I want to be straight with you. I'm looking at this internally and I can't tell whether this is something Ardent does in the next quarter or two, or something that stays interesting indefinitely. Neither answer is wrong [...] but if it's the second, I'd rather know so I'm not taking up your time. What would actually have to be true for you to move on this?" Then shut up. Whatever he says next is the real deal. If he gives you something concrete, drill in: - "What happens if you do nothing for another year?" If the answer is "not much," you have your answer. - "When does your current card agreement renew? When does your fiscal year close?" Find the external clock. - "Who else would weigh in on a decision like this?" You need at least one more name [...] controller, CFO, ops lead at the clinic level. Ask for an intro to whoever feels the pain daily (the person reconciling expenses across clinics is often more motivated than the VP). - "If the numbers made sense, what's the approval path?" Get the process, not the vibe. If you've been pitching features, stop and put a number in front of him. For a multi-site pet clinic group, the pain usually lives in: clinic managers carrying personal cards or shared cards with no controls, month-end close dragging because of receipt chasing, and AP volume across vendors (pharma distributors, lab services, supplies) with no approval workflow. Build a one-page case: hours spent on reconciliation across X clinics, days to close, late-payment or duplicate-payment exposure, rebate math. $40K ARR has to pay for itself visibly or there's no urgency. **What to tell your manager** Don't say "it's progressing." Say what you know and what you don't: > "Ardent is a real logo and Kofi's engaged, but I don't have a compelling event, a defined decision process, or a second contact. I'm running a qualify-or-kill conversation this week. If I come out with a trigger and a timeline, I'll forecast it for the quarter it lands in [...] probably not this one. If I don't, I'm moving it to nurture and I'll tell you why." That's a better answer than a hopeful commit. Managers can forgive a disqualified deal; they don't forgive a surprise slip in week 12. **Be willing to let it go** If after the honest conversation he still says "let's keep talking" with nothing behind it, believe him. Set a quarterly check-in tied to something real ("I'll reach out before your fiscal year planning in Q1"), move it off your active forecast, and spend the time on accounts that have a reason to buy. Pipelines die from politeness more than from rejection. If you want, tell me what you actually know about Ardent [...] number of clinics, who else you've talked to, what Kofi's said about his current setup [...] and I'll help you sharpen the business case or the exact questions for that call.