================================================================================ MARK BRIGMAN AUTHOR VOICE PROFILE LAUNCH: The Blueprint for Building a Profit-Focused Partnership Program in 90 Days Analysis using Keith Lauver's 11-Dimension Voice Print Framework ================================================================================ ## 1. CORE IDENTITY THREE-WORD ANCHOR: Systematic. Conversational. Executive. PERSONALITY & STANCE: Mark Brigman positions himself as a pragmatic authority who has solved this problem at scale and wants to spare readers the pain he witnessed. He is not an academic theorist but a tested executive who has led "$10 billion in partnership contract value" at a Fortune 100 company. His stance is: "I've done this. It works. Here's how." He acknowledges the reader's pain without pity, then pivots immediately to the solution. He has strong opinions—the traditional sales model is "broken," partnerships should be "profit-focused" not "feel-good," and random approaches produce "random results"—but frames these as evidence-based observations, not judgment. He's direct but never harsh to the reader; the harshness is reserved for ineffective practices. RELATIONAL POSTURE: Brigman speaks as a mentor-guide to a peer executive who is intelligent but has a specific blind spot (not knowing how to build partnerships systematically). He does not talk down to readers; he assumes they understand business fundamentals and competitive pressure. His voice is "I'm going to show you what I know that will save you money." He uses "you" frequently, making the reader the protagonist of their own transformation. He builds credibility early (20+ years of experience, 4,300+ companies served) then steps into the background, letting the framework and examples carry the authority. PERSONA: The imagined reader is a Chief Revenue Officer, VP of Sales, or founder who is frustrated with direct sales results, under board pressure, and intellectually open to partnerships but unsure how to execute. The reader has likely tried partnerships before and had mixed results. Brigman addresses them as someone who understands quarterly targets, CFO scrutiny, and the real cost of customer acquisition. He never asks them to "think differently" in the abstract; he shows them the math first (CAC tripled in 8 years, cold call conversion down from 20% to 0.3%). EVIDENCE: - "The direct sales playbook that built successful companies for decades now delivers diminishing returns at exponentially higher costs." (Introduction) - "Random partnerships produce random results. Methodically constructed strategic partnerships produce predictable profits." (Introduction) - "The question is not whether partnership programs can accelerate your growth. The question is whether you will implement the systematic approach..." (Introduction) - "Visionary business leaders recognize that continuing to invest in direct sales without exploring alternative approaches is like trying to fix a leaking roof by placing more buckets on the floor." (Chapter 1) - "Negotiation represents the act of communicating to reach an agreement on specific terms that obligate performance between organizations." (Chapter 8) --- ## 2. STRUCTURAL PATTERNS MACRO STRUCTURE: The book follows a precise 10-step methodology that mirrors how enterprise software is implemented: foundation work (chapters 1-3), planning (chapters 4-5), sourcing and evaluation (chapters 6-7), execution (chapter 8), launch and ongoing management (chapters 9-11), then final chapter synthesizing everything and inspiring action. The Introduction establishes the WHY (broken sales model, partnerships work) before Chapter 1 presents the 10-step WHAT. This structure answers the reader's skepticism early: "Does this actually work? Yes. Here are the steps." CHAPTER ARCHITECTURE: Every chapter follows an identical pattern: (1) Epigraph (often a famous quote about business/leadership), (2) Opening case study or problem statement (specific executive scenario), (3) Framework and conceptual explanation, (4) Detailed tool/worksheet explanation, (5) "Recap & Actionable Steps" section that lists the specific to-do items. This repetition builds confidence—readers know what to expect and can skip ahead if needed. The consistency itself is part of the voice: "This is systematic. You can trust it." MICRO PATTERNS: Within paragraphs, Brigman moves from problem → impact → solution → evidence → action. Example: "Your sales team works harder than ever before [problem], but prospects have become experts at avoiding their calls [impact]. Email open rates hover below 5% [evidence]. You need partnerships [solution]." Sentences vary in length: short punchy ones ("The traditional path is broken.") alternate with longer explanatory ones that provide data or nuance. Lists are frequent and numbered, not bulleted—a minor choice that reads as more formal and businesslike. Transitions between ideas are explicit ("Most importantly," "Furthermore," "Meanwhile") rather than implicit; the reader is never left to connect dots alone. --- ## 3. LINGUISTIC DNA REGISTER & VOCABULARY: The register is formal-business, not academic and not casual. Brigman uses business jargon freely: "ICP," "go-to-market," "customer acquisition cost," "value creation," "scope creep," "decision-making process." He defines specialized terms (epigraph shows "PARTNERNOMICS" definition with etymology) but does not over-explain. Vocabulary choices are direct and concrete: "draining your bank account," "money pit," "breaking through walls," "slingshot"—active verbs, physical imagery. He avoids hedging language ("it might be," "somewhat likely"). He says "is" not "may be." The cumulative effect is confidence without arrogance. SIGNATURE PHRASES & MOTIFS: Brigman has clear verbal tics that appear across chapters: - "Predictable" (appears ~30+ times): "predictable revenue growth," "predictable profits," "predictable science." This word is a mantra—it's the opposite of the "revenue rollercoaster" and "hope-based" approaches he criticizes. - "Systematic/Systematically" (appears ~25+ times): "systematic approach," "systematic research," "systematic partner selection." Pairs with "predictable" to create the core promise. - "Proven" (appears ~20+ times): "proven methodology," "proven practices," "proven methodologies." Establishes credibility and differentiation from novel/experimental. - "Three-way value creation": Used multiple times. The phrase is his—the framework that partners benefit, customers benefit, company benefits. It's specific and memorable. - "Random X produces random results": Appears as "Random partnerships produce random results" and variations. A terse, quotable formulation. - "Defense against": "Your partnership program becomes your defense against the 70% failure rate..." Used metaphorically for protection/resilience. - "Trusted relationship(s)" and "trusted advisors": Core concept repeated to anchor the reader's understanding of the core insight. - "The X-Step Process": Framework is always described as sequential steps that "build upon one another." METAPHOR DOMAINS: Brigman draws metaphors from three primary domains: 1. MOTORSPORTS/RACING (Martinsville Miracle extended throughout): "Wall ride," "slingshot," "pinning the throttle," "conventional line at Martinsville," "blasting by competitors." Used to establish theme of unconventional thinking and calculated risk-taking. 2. STRUCTURAL/PHYSICAL SYSTEMS: "Blueprint," "foundation," "tool," "money pit," "leaking roof," "broken dam," "buckets on the floor," "machine," "engine." Used to position partnerships as engineered systems, not ad-hoc relationships. 3. WAR/COMPETITION METAPHORS: "Battle plan," "defense against," "eliminate poor candidates," "target partners," "assault." Used sparingly but precisely when discussing competitive advantage and selection criteria. 4. JOURNEY/PATH METAPHORS: "Path to revenue," "pathway to success," "route to new revenue," "on the same page," "forward-thinking." Used to frame the 10-step process as a clear journey. SENTENCE RHYTHM: Brigman uses variable sentence length strategically. Average sentence is medium-length (15-18 words), but he punctuates with short, emphatic ones: "The result was astonishing." "That's broken." "This distinction matters." He uses em dashes frequently to add emphasis or additional thought: "...you want different things but can help each other achieve their respective objectives. This fundamental understanding transforms negotiation—from an adversarial process into a collaborative search..." Dashes feel more conversational than parentheses and fit his tone. Paragraphs are medium length (4-7 sentences), not dense blocks; whitespace is respected for readability. --- ## 4. EXPLICIT AVOIDANCES & PET PEEVES What Brigman does NOT do: - NO JARGON WITHOUT PURPOSE: He uses business terminology, but only when it serves clarity. He defines PARTNERNOMICS on page 1. He doesn't use "leverage" as a meaningless intensifier; when he says "leverage," he means specific use of an asset. - NO HAND-HOLDING OR OVER-EXPLANATION: Readers are assumed to understand quarterly targets, sales metrics, CFO scrutiny. He does not explain what "Chief Revenue Officer" means. He assumes intelligence. - NO ACADEMIC CITATIONS FOR THEIR OWN SAKE: He cites Forrester, McKinsey, Gartner, RAIN Group with specific numbers, but only when the data directly supports his argument. No citations-as-decoration. - NO ABSTRACT VISION STATEMENTS: Every recommendation is tied to a specific business outcome (lower CAC, faster sales cycles, higher close rates). He never says "partnerships are good for your company culture" or other soft benefits. - NO GUILT OR SHAME LANGUAGE: He criticizes bad approaches ("Random partnerships produce random results") but never shames the reader for using them. His tone is "Let me show you a better way" not "You've been doing this wrong." - NO HUMOR OR ATTEMPTS AT CLEVER WRITING: The Martinsville Miracle is vivid and memorable, but that's the extent of stylistic flourish. No puns, no jokes, no self-deprecating asides. The writing is earnest. - NO COMPLEXITY FOR COMPLEXITY'S SAKE: Tools are simple (Partner Scoring Tool, for example). Steps are clear. He explicitly rejects "overengineering that wastes time and resources." - NO BLAME OR VICTIMHOOD NARRATIVE: He doesn't say "the market has changed and you're a victim of it." He says "The market has changed. Here's what works now." --- ## 5. CONTEXTUAL ADAPTATIONS FRAMEWORK/METHODOLOGY SECTIONS: When explaining the 10-step process or individual frameworks (ICP, IPP, SPP, etc.), Brigman's voice becomes more structured and formal. He uses more numbered lists, more definition-style language ("An Ideal Customer Profile is..."), more repetition of key terms. The reading experience is more like consulting documentation—precise, repeatable, reference-able. CASE STUDIES AND PROBLEM STATEMENTS: When opening with a case study (e.g., Carly Thompson's story), the voice becomes more narrative and empathetic. He shows the specific executive's frustration: "Months into the partnership, Jennifer sat in yet another unproductive meeting..." The sentences are slightly longer, the imagery more vivid. But he immediately pivots back: "Jennifer discovered a key factor that undermines many partnerships..." The voice never lingers in the problem; it rushes toward the solution. RECAP & ACTIONABLE STEPS: These sections are the most direct and imperative: "Step One requires you to define your Ideal Customer Profile..." Sentences are shorter, commands are clearer. Voice is most executive-assistant-like here: "Do this. Then do this." Least literary, most action-oriented. CHAPTER 8 (NEGOTIATION): This is the most nuanced chapter. Here, Brigman's voice softens slightly. He acknowledges that negotiation is "the act of communicating to reach an agreement"—a definition that shows he understands the human complexity. He validates that "Most people hate negotiating" before explaining why his approach is different. The voice here is more coaching-like, less commanding. But even in this softness, he's direct: "Trust is the fundamental imperative of partnership success." CHAPTER 12 (CLOSING): The final chapter has the most personal/authentic voice. He shifts from "you should" to "you must": "Knowledge without action is the most expensive form of business education..." He invokes a VC executive (Sarah Wang) to reinforce urgency. The rhetoric becomes slightly more urgent and inspirational: "Imagine the confidence that comes from consistently hitting your revenue targets quarter after quarter..." It's the closest he comes to inspirational speaking, but it's still grounded in specific business outcomes, not feel-good platitudes. --- ## 6. PUNCTUATION & FORMATTING PREFERENCES DASHES (em dashes — prevalent): Brigman uses em dashes much more than most business writers. They indicate a pause, an additional thought, or emphasis: "The traditional path is broken—it is becoming more broken every month..." They feel conversational without being informal. COLONS: Used frequently to introduce lists, definitions, or elaborations: "Strategic partnerships offer three primary benefits: lower CAC, faster cycles, higher closes." Creates a sense of precision and taxonomy. SEMICOLONS: Appears regularly to connect related independent clauses: "Your partners need to understand these differences; your customers need to see the value clearly." Elevates the formality slightly without being stuffy. QUESTION MARKS (RHETORICAL): Brigman uses rhetorical questions to engage readers: "How bad do you want to win?" "Is your current revenue engine structured optimally?" "What innovations can your team deploy?" These are always followed by an answer or reflection, never left hanging. LISTS: Numbered lists are used much more frequently than bullet points. Numbers imply sequence and priority. When he does use bullets, they're used for non-sequential attributes. FORMATTING: Bold is used sparingly, only for section headers and key framework terms (ICP, IPP, SPP, QLP, PBR). No highlighting, no excessive capitalization. The visual design supports clarity, not emphasis. EPIGRAPHS: Every chapter opens with an epigraph—a short famous quote. These are always thematic to the chapter (Jack Welch on learning in Chapter 1, Winston Churchill on commitment in Chapter 8). The practice itself is a voice signature: it signals that this is grounded in tested leadership wisdom. --- ## 7. RHETORICAL SIGNATURE PERSUASION STYLE: Brigman persuades through DATA + LOGIC + CONSEQUENCE, not emotion or storytelling. His primary rhetorical move is: (1) Present the problem with numbers, (2) Explain why current approaches fail, (3) Introduce the alternative, (4) Show the evidence it works, (5) Explain the business impact. Example: "Cold call conversion down from 20% to 0.3% [data]. This is because prospects have built defenses [logic]. Therefore, direct sales is broken [consequence]." He does not try to make readers FEEL the problem; he makes them SEE the math. USE OF STORIES: Stories are functional, not emotional. The Martinsville Miracle is vivid and memorable, but it's not used to make readers feel inspired; it's used to illustrate a specific principle (challenge conventional wisdom, accept calculated risk, execute with commitment). Case studies (Carly Thompson, Jennifer Kim) are used to show the problem, not to build connection. They're always followed by: "Carly's story repeats itself in boardrooms..." or "Jennifer discovered a key factor..." The story is used to transition to a principle or framework. Stories never end on an emotional note; they end on a business insight. HUMOR: Minimal. The closest Brigman comes to humor is vivid, slightly exaggerated imagery: "...like trying to fix a leaking roof by placing more buckets on the floor." The tone is wry but not funny—it's the tone of an experienced executive who has seen the same pattern play out many times and finds it somewhat absurd. No jokes, no puns. VULNERABILITY: Brigman rarely admits uncertainty. His voice is confident and based on experience. However, he does acknowledge complexity and challenge: "Aligning resources within a single company is a challenge that most leaders face. Aligning resources between two or more independent organizations exponentially multiplies this complexity." This is acknowledging difficulty, not expressing doubt. He also validates the reader's fears: "You fear the complexity of building and managing a machine you do not understand." He names the fear, then dismisses it: "But here's the system that makes it simple." --- ## 8. CONTENT & REASONING PATTERNS INFO DENSITY: Medium-to-high. Brigman packs paragraphs with data, reasoning, and specific examples. A typical paragraph might have: (1) Topic sentence, (2) Evidence or example, (3) Implication, (4) Transition. He does not use filler or padding. Every sentence serves a purpose. However, he breaks up dense information with shorter paragraphs of 2-3 sentences that provide mental rest. The reading experience is like climbing stairs with landings. LOGIC STYLE: Primarily deductive with strong inductive reinforcement. He starts with a principle ("Partnerships work because they leverage trusted relationships") then applies it to specific cases (ICP analysis, partner selection, negotiation). Within the framework sections, logic is step-by-step and sequential. The 10 steps build on each other; you cannot do Step 3 (SPP) well without completing Step 1 (ICP). Within arguments, he uses cause-and-effect reasoning: "When customers trust the referral source, they buy faster [cause], therefore referral partnerships have shorter sales cycles [effect]." STATS VS STORIES: High stats, low stories. The opening example (Carly Thompson) is the most prominent story in the entire book. After that, most chapters lead with a brief case study (2-3 paragraphs), then move into the framework and data. Statistics are used frequently: "70% of partnerships fail," "Customer acquisition costs have tripled," "43% larger deal sizes," "0.3% cold call conversion rate." Numbers are always cited to sources (RAIN Group, Forrester, Wharton, etc.). The strategy is: establish the problem with a relatable story, then prove it with data and research. Logic rules. --- ## 9. EXAMPLES (ON-VOICE LINES) Direct quotes from the text that exemplify Brigman's voice: 1. "The direct sales playbook that built successful companies for decades now delivers diminishing returns at exponentially higher costs." (Introduction) [Shows: data-driven, acceptance of change, lack of nostalgia] 2. "Random partnerships produce random results. Methodically constructed strategic partnerships produce predictable profits." (Introduction) [Shows: parallelism, core principle, confidence in the methodology] 3. "Your company's survival depends on diversifying beyond direct sales." (Introduction) [Shows: directness, business consequence, no soft language] 4. "Most people hate negotiating because their only experience comes from situations designed to extract maximum value for one party at the expense of the other." (Chapter 8) [Shows: acknowledgment of reader experience, explanation of why old model is broken, setup for new approach] 5. "Negotiation is Trading Value" (Chapter 8, section header) [Shows: reframing, simplicity, active verb, defines a principle in 3 words] 6. "The fundamental imperative of partnership success is trust, which means you must never lie, manipulate, or mislead partner candidates during negotiation or thereafter." (Chapter 8) [Shows: clarity on values, directness, moral undertone without preaching] 7. "Knowledge without action is the most expensive form of business education because it creates the illusion of progress without producing tangible results." (Chapter 12) [Shows: willingness to challenge the reader, business wisdom, urgency] 8. "This financial reality forces a hard truth that most business leaders resist acknowledging: the direct sales model that built your company cannot sustain your company's future growth." (Chapter 1) [Shows: acknowledgment of resistance, confrontation of assumption, clarity] 9. "Your partnership program becomes a resilient, predictable revenue engine that delivers consistent results, regardless of economic conditions, competitive pressures, or market disruptions." (Chapter 12) [Shows: the vision outcome, power of metaphor (engine), resilience focus] 10. "Visionary business leaders recognize three primary paths to profitable growth." (Introduction) [Shows: framing the reader as visionary, taxonomic thinking, business focus] --- ## 10. META PREFERENCES (FOR AI) To write in Mark Brigman's voice: STRUCTURAL RULES: - Always open with a problem/consequence, not a benefit. - Use the 10-step or sequential framework whenever presenting a system. - Every section should end with specific actionable steps, not abstract principles. - Include numbers and data to support claims; cite sources when possible. - Use epigraphs or relevant quotes to establish authority. LINGUISTIC RULES: - Favor "is" over "may be" or "could be." Be definitive. - Use "predictable," "systematic," "proven," "strategic" frequently when discussing solutions. - Use em dashes (—) for emphasis and conversational flow. - Keep sentences variable in length; alternate short emphatic ones with longer explanatory ones. - Use rhetorical questions to engage: "How committed are you to this outcome?" [Answer the question immediately after.] - Avoid hedging language, qualifiers, and softening adverbs ("somewhat," "fairly," "perhaps"). TONE RULES: - Sound like an experienced executive who has solved this problem 4,300+ times. - Acknowledge reader concerns and challenges without validating them as insurmountable. - Be direct about problems but optimistic about solutions. - Use urgency without panic: "The time to implement is now, not next quarter..." - Avoid humor, jokes, or cuteness. Vivid imagery is OK; whimsy is not. - Never shame the reader; only criticize ineffective approaches. METAPHOR RULES: - Draw from business systems, motorsports, competitive/military language, and paths/ journeys. - Make metaphors serve a specific purpose (not decoration). - The Martinsville Miracle framework (challenge assumptions, accept risk, execute with commitment) is foundational to the voice. EVIDENCE RULES: - Lead with data before explanation. - Use specific percentages, timeframes, and dollar amounts. - Cite research firms (Forrester, McKinsey, Gartner, Harvard Business Review, Wharton). - Use case studies to illustrate problems, not to inspire; transition quickly to the solution. - Never use anecdotes that don't directly support a business principle. AUDIENCE ASSUMPTION: - Assume reader is a VP/C-level executive with budget authority and board pressure. - Do not explain basic business terms; assume business literacy. - Do not over-explain; move briskly through reasoning. - Assume reader has tried partnerships before and has skepticism; address skepticism with evidence and clarity, not reassurance. --- ## 11. REMAINING UNKNOWNS What we cannot fully determine from the book: TONE IN CONVERSATION: The book is written; the actual speaking voice is unknown. Does Brigman speak as formally as he writes? Does he use the same phrases? Does he tell jokes in person that don't appear in print? VULNERABILITY & PERSONAL STAKES: The book mentions his 20+ years of experience and $10 billion in partnership value but does not reveal personal struggles, failures, or why he chose partnerships as his focus. The voice is professional and self-assured; it does not reveal what personal experiences shaped his philosophy. HUMOR STYLE: It's unclear whether Brigman avoids humor because it doesn't fit his brand or because he genuinely doesn't use it. The Martinsville Miracle and a few wry observations suggest he has dry wit, but the book never tests the limits of his humor. CONTEXT OF DISAGREEMENT: How does Brigman respond when challenged or disagreed with? The book is not a debate; it's a persuasive framework. There are no moments where he seriously entertains counterarguments or admits limitations to his approach. SPONTANEITY: The voice is polished and structured. It's unclear how much Brigman varies from this in unscripted contexts (podcasts, interviews, client calls). Does he improvise, or is he always "on script"? OPINIONS BEYOND PARTNERSHIPS: The book is focused and does not reveal Brigman's positions on adjacent topics (marketing strategies, product development, organizational design outside of partnerships). His voice may shift significantly in those contexts. PERSONAL VALUES: Beyond "profit-focused partnerships" and data-driven decision-making, what are Brigman's deeper values? Does he care about social impact, environmental sustainability, work-life balance, community? These are not addressed in the book, so the voice may seem incomplete in those dimensions. ================================================================================ END PROFILE ================================================================================