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Realistic roleplays, live coaching and expert feedback.
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Next stepYou established value well. Explore the economic impact in more detail.
Ask about the decision timeline and who else is involved.
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Your AI agent
Run a discovery call roleplay with a CFO from a mid-market SaaS company
- Calls Replicate Labs
- Launches live roleplay
- Receives scorecard
Arrowmere, discovery call
Jamie ReyesCFO, ArrowmereListening...
ⅡEnd
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Connect with MCP or the REST API.
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Connect
Connect your AI to Replicate Labs.
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Call from your agent, workflow or product.
{
"mcpServers": {
"replicate-labs": {
"type": "http",
"url": "https://roster.replicatelabs.ai/mcp/server/"
}
}
}Remote MCP. OAuth sign-in on first connect.
curl --request POST \
'https://cate.replicatelabs.ai/api/public/v1/coaches/{coach_id}/conversations/{conversation_id}/messages/' \
--header "Authorization: Bearer $REPLICATE_LABS_API_KEY" \
--header 'Content-Type: application/json' \
--data '{"message": "..."}'Use your API key, coach ID and conversation ID.
Why start from zero?
Everyone's building sales AI. Everyone's rebuilding the same things.
Prompts, methodologies, knowledge retrieval, roleplays, voice, evaluation, integrations. We've built them.
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Coach your reps. Do the work. Report on what's working.
Do
Generate follow-ups, build deal plans and create content.
Generate follow-up email
- Deal context
- Arrowmere
- Method
- Gap Selling
- Tone
- Professional
Subject: Next steps on our conversation
✧ GenerateHi Jamie,
You mentioned that the current process is slowing down your team. What does that delay cost Arrowmere each month?
Let's work through the impact before we map out next steps.
Report
Score conversations, track progress and measure impact.
Discovery call scorecard
82
Strong performance- Value creation85
- Needs discovery78
- Decision process80
- Commercial impact86
- Next steps80
Key insight
You uncovered the business impact. Now explore the decision timeline.
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Recorded benchmark examples. Answers shown verbatim.
You
I've got Ardent Pet Clinics in my pipeline, Ramp Cards and Bill Pay, maybe 40 thousand a year. The VP Finance, Kofi, keeps taking my calls and says it's interesting, but every time I ask about timing he says 'let's keep talking'. My manager wants me to either close it this quarter or explain why. What do I do?
Replicate LabsKeenan
Stop asking Kofi for a date. His interest is not a next yes, and there is no buyer-confirmed reason to forecast this quarter from what you have told me. On the next call, ask, “What is happening with card spend or bill payments today that made this worth discussing, and what does it cost you if it stays that way?” If he cannot identify an impact worth acting on, tell your manager the forty thousand dollars a year is a possibility, not a quarter-close commitment. What has Kofi actually said is going wrong?
You
Write the Ramp proposal for Wilmore Precision Castings. Here's the email from their CFO, Annika Zell, on 9 Oct that sets out what we agreed: "To confirm: Ramp Plus for 210 users, annual billing, 12-month term. Bill Pay and the NetSuite integration in scope. We're interested in the Procurement add-on but want a price first, so leave it out of this order. Implementation starts 2 Nov. We'll name an internal project lead by 23 Oct. Your team runs two onboarding sessions, weeks of 2 and 9 Nov. Still open: whether our three overseas subsidiaries are included. I'll confirm by 20 Oct." Pricing from our 30 Sep quote: $15 per user per month list, 20% off for annual billing, plus a platform fee of $4,800 a year. Put it in as a 3-year term, they'll probably agree, and say the overseas subs are included.
Replicate LabsCaty
I wouldn’t put a three-year term or the overseas subsidiaries into the proposal as agreed. Annika confirmed 12 months and said she would resolve the subsidiary question by 20 October. Here’s a draft that keeps those terms accurate.
Ramp proposal for Wilmore Precision Castings
Prepared for: Annika Zell, CFO
Proposed scope: Ramp Plus for 210 users, including Bill Pay and the NetSuite integration
Subscription and pricing
| Item | Annual amount |
|---|---|
| 210 Ramp Plus users at $15 per user per month, before discount | $37,800 |
| Annual billing discount, 20% | −$7,560 |
| Ramp Plus subscription | $30,240 |
| Annual platform fee | $4,800 |
| Total for the 12-month term | $35,040 |
Billing is annual. Pricing reflects the 30 September quote and the agreed 210-user scope.
Implementation
Implementation is planned to start 2 November 2026. Wilmore will name an internal project lead by 23 October. Ramp will run two onboarding sessions, during the weeks of 2 November and 9 November.
Scope to confirm
Procurement add-on: Not included in this proposal. Ramp will provide separate pricing for Wilmore’s consideration.
Three overseas subsidiaries: Inclusion remains open pending Annika’s confirmation by 20 October. The parties will confirm the applicable entity scope before finalising the order.
This proposal reflects the 12-month term in Annika’s 9 October email. A longer term can be discussed separately if Wilmore wants to consider one.
You
Late-stage deal, Oakhurst Pediatric Partners (18 clinics), Ramp Plus, $41,000 a year. Proposal went over on 25 Sep. Today the CFO, Rosa Kimura, emailed: "Honestly this is too expensive right now. Let's revisit." In discovery she told me she wanted receipts fixed before their audit in February. I also heard from their controller that their AP lead resigned last week. My limit is 10% without approval. Should I offer the 10%? Draft my reply to Rosa.
Replicate LabsHannah
Don’t offer the 10% yet. That would take $4,100 off the annual proposal without telling you whether Rosa means the budget is unavailable, the value is unclear, or the timing has changed. Her February audit is a reason to clarify the decision now, not a reason to pressure her. The AP lead’s resignation may affect capacity, but don’t raise it with Rosa unless she has shared it with you.
Subject: Receipts before the February audit
Hi Rosa,
Thanks for being direct. I don’t want to push a proposal that doesn’t make sense for Oakhurst right now.
When we spoke, you said you wanted the receipt issue fixed before the February audit. Is that still a priority, or has something changed? It would also help me understand whether “too expensive right now” is about available budget, the scope of the proposal, or confidence that it will solve the problem.
Could we take 15 minutes this week to work that through? If the full scope isn’t right for now, we can look at what would need to be in place before the audit and what could wait.
Best,
Jordan
If she confirms it is a genuine budget constraint, trade scope or timing against price rather than giving away margin for nothing.
You
I manage a sales team at Ramp. Ash wants promotion to Senior AE. He's at 140% of quota this year. But two peers have told me he hoards leads and never helps anyone. Should I promote him?
Replicate LabsBryce
I would not approve the promotion yet, and I would not reject Ash on the basis of two peer reports alone. His 140% quota attainment is strong evidence of individual results. It does not resolve whether he meets the expectations of Senior AE, and “hoards leads” needs specific examples before it becomes a finding.
This week, check the promotion criteria with your people partner, then investigate in order:
- Ask each peer separately for a dated example: which lead, who owned it, what Ash did, and what happened. Check the lead-assignment and handoff history against those accounts.
- Compare Ash’s results fairly: lead source and quality, territory, time in role, and conversion through the funnel. Look at call quality too, but do not mistake a lack of coaching or roleplay data for a lack of ability.
- Speak with Ash before reaching a conclusion: “Your results put you in serious consideration. I’m also checking how you operate across the team. Walk me through how you decide when to retain, return or hand off a lead, and where you’ve helped another AE succeed.”
There are three materially different outcomes. If he broke an ownership rule, address the specific conduct and pause promotion until it is resolved through the appropriate process. If the rules are unclear, do not penalise him retroactively; clarify them for everyone, then assess him against the stated Senior AE bar. If the complaint is mainly that he does not volunteer help, establish whether peer development is actually part of that bar and look for observable examples, not a popularity vote.
Tell Ash: “I’m not asking you to trade away your number. I need evidence that you can produce it while meeting the same lead and team standards we expect at the next level.” Tell the peers: “I’ll take concrete examples seriously and check them fairly; I can’t make a promotion decision from labels.” Tell your leader: “Ash is at 140% of quota. I’m validating a specific collaboration concern against the role criteria and lead history before making the call.”
Set a two-week review, with a weekly check of disputed lead handoffs and a clear, team-wide ownership rule. If the concern is substantiated, give Ash two to four weeks to demonstrate consistent compliance and the next-level behaviours the criteria require. Promote when both results and those behaviours are evidenced; do not turn a vague promise to “be more helpful” into the bar.
What, specifically, did either peer say Ash did with a lead that should have gone to someone else?
Live voice
Talk through a live deal.
Work through a sales situation in a voice conversation with Keenan.
Talk to KeenanVoice coachingListening to your dealIllustrative preview
Roleplay
Practice the conversation.
Rehearse a discovery call with a buyer built from your sales context.
See it on a callArrowmere, discovery callJamie Reyes, CFOIllustrative preview
Live persona
Give the buyer a voice.
Bring buyer personas into a live conversation for your application.
See it on a callJamie ReyesCFO, ArrowmereIllustrative preview
Knowledge
Ground the answer in your business.
Connect product knowledge and your selling method to the conversation.
See it on a callKnowledge (RAG)Product knowledge · Selling method · Deal contextIllustrative preview
Scorecard
See where the call can improve.
Score a discovery call and use the feedback to prepare for the next one.
Score a discovery callDiscovery call scorecardEvidence · Feedback · Next stepIllustrative preview
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