Q2 has started. Mexico is still below target. Rafael's regulatory delay explanation held in Q1 — but it's now six weeks later and the enterprise prospect still hasn't signed. Meanwhile, two new prospects Rafael said were "warm" have gone cold without explanation.

Helena Voss has asked for a Mexico update at the next board call. James asks Brian to talk to Rafael first.

"This is the tricky one," James says. "He's a partner — not an employee. You can't give him a performance review. But you can't let this slide either. The board is watching."

Brian calls Rafael. He has one goal: surface the real problem and agree a recovery plan — without destroying the partnership.

Phase

Purpose and language

1. Open neutrally

Signal the topic without framing it as an accusation. Set a collaborative tone. "I wanted to use this time to talk through the Mexico numbers — I want to make sure I have the full picture before the board call."

2. State the observation

Name what you see — factually, without interpretation. "What I'm seeing is that the Q1 shortfall has continued into Q2, and two prospects that were flagged as warm appear to have gone quiet."

3. Invite explanation

Before proposing or judging, give the other person the floor. "I'd like to understand your read on what's happening — you're closer to the market than I am."

4. Agree the path forward

Move from analysis to action. Name who does what by when. "What I'd like us to agree by the end of this call is a recovery plan I can take to the board — with clear milestones."

Expression

Function

Example in context

State the purpose

Tell the other person why you're having this conversation

"I wanted to speak with you directly before the board call — I want to make sure we're aligned on Mexico."

Name the observation

Describe what is happening factually; no blame

"What I'm seeing is a gap between the Q2 pipeline and the signed deals. I want to understand what's driving that."

Separate fact from interpretation

Avoid framing your interpretation as a fact

"I don't know whether this is a timing issue or something more structural — that's what I'd like to understand."

Acknowledge complexity

Show that you know it's not simple

"I know Mexico is a more complex market than we initially modelled. I'm not coming to this with a fixed view."

Invite the other person first

Give them the floor before offering your view

"Before I share my thinking, I'd like to hear yours. What's your read on where things stand?"

What not to say

Why, and what to say instead

"You said these prospects were warm — why haven't they signed?"

Sounds accusatory. Instead: "Two of the prospects that were flagged warm in the last update appear to have gone quiet. What happened there?"

"This is a problem."

Too vague and frames it as a judgement. Instead: "The Q2 ARR gap is GBP 32,000 against plan — that's a material shortfall and I want to address it before it widens."

"I'm not happy with the results."

Personal and emotional. Instead: "The results are below what the board is expecting, and I need to be able to explain why."

"What are you going to do about this?"

Puts the other person immediately on the defensive. Instead: "What's your plan for the second half of Q2? I want to understand what's possible before I go to the board."

Expression

Function

Example in context

When the other person gets defensive

De-escalate; return to the shared goal

"I understand this might feel like pressure — that's not my intention. I'm trying to find a way through this together."

When the other person blames external factors

Acknowledge without accepting as an explanation

"The regulatory delay is a real factor — I hear that. What I need to understand is what we can control."

When you disagree with their explanation

Hold your position without confrontation

"I see it slightly differently, and I want to be upfront about that. [My concern is X.] Can we explore that together?"

When there is silence

Hold it; don't fill it

Wait. Silence after a difficult observation often means the other person is thinking. Filling it prematurely cuts off their response.

When agreement seems unlikely

Reframe around minimum viable outcome

"Let's step back. What can we both commit to by [date] that would represent a meaningful step forward?"

When you need to close firmly

Name the consequence without threatening

"What I need from this conversation is a recovery plan I can take to the board. I'd like us to agree that today."

Register

Example

Low stakes / internal

"Hey Rafael — the Mexico numbers are a bit off track. Can we jump on a call and figure out what's happening?"

Medium stakes / partner call

"Rafael, I wanted to speak with you before the board call. The Q2 numbers show we're GBP 32,000 short of target, and two pipeline deals have gone quiet. I'd like your read on where things stand and what we can do about it."

High stakes / formal

"Rafael, I'm going to be direct with you. The Mexico performance gap is now a board-level concern. I need to be able to present a credible recovery plan at the next session. I'd like to agree the key elements of that plan on this call."

Written record

"Further to our call today, I wanted to summarise the key points we agreed: [1] the pipeline status will be updated by COB Friday; [2] the enterprise prospect will be re-engaged by 30 June; [3] we will speak again on 15 July to review progress against these milestones."

CALL NOTES — Brian / Rafael

Date: 18 June 2026 | Duration: 38 minutes

Opened with: purpose (board call preparation) + observed gap (Q2 below target,

two prospects gone quiet).

Rafael's explanation:

  — Regulatory delay on enterprise prospect (Empresa Corriente) now resolved;

contract expected week of 30 June.

  — Two "warm" prospects went cold after a competitor (US-based SaaS, name: Vantage)

ran a very aggressive pricing campaign in Mexico City in May. Rafael says their

pricing undercut Meridian by 22%. He didn't tell us. When I asked why, he said

he "didn't want to alarm us."

My response: acknowledged the competitor threat as real; said the communication gap

was the bigger issue — we needed to know in order to respond. He agreed.

Key concern surfaced: Rafael may be filtering bad news before passing it upwards.

This is a structural risk — not just a Mexico problem.

Agreed:

  1. Empresa Corriente contract to be confirmed or escalated by 30 June.

  2. Rafael to send a competitive landscape note (Vantage pricing, pipeline impact)

  by COB 22 June.

  3. Monthly check-in call with Brian — starting July.

  4. If Q2 ARR gap > GBP 50k at quarter-end, formal review of partner agreement.

Relationship status: intact. Rafael was defensive early, then more open.

I ended by saying: "I'm not trying to make your life difficult — I'm trying to

make sure we can tell the board a credible story together."

Follow-up: send written summary; share with James before board call.