Zoom — Power Map

Zoom Opal 2026 Stage: Proposal Value: $250K Close: 2026-03-31 Updated: 2026-02-24
Champion
Economic Buyer
Technical / Influencer
Blocker / Skeptic
Unknown / Gap
Exec Bridge
Optimizely
Tier 1 — Executive & Signature Authority
Economic Buyer
Vi Chau
Senior Executive · Primary Budget Holder
No direct interaction to date. Needs pilot data + case studies + ROI assessment to approve a meeting. Budget scrutiny environment — "a lot of optimizations happening" at Zoom. Likely signatory at $250K, not confirmed.
Exec Influencer
Kim CMO
CMO · Part of Executive Triangle
Receives business case alongside Vi. Connected to Alex Atzberger. CMO summit in Austin mid-March. Zero direct intelligence on priorities, objections, or management style.
Exec Bridge (Optimizely)
Alex Atzberger
Optimizely CEO
Regular communication with Kim. Attending CMO summit mid-March together. Highest-leverage relationship in the deal. If Alex introduces Opal to Kim, creates top-down demand before Pragya's business case arrives.
Unknown Authority
Lenny TITLE UNKNOWN
Chief Officer (title unspecified)
Asked Pragya about content audit capabilities unprompted at Feb 10 workshop. Executive-level pull signal. Requested summary/video walkthrough. Role in approval chain unclear.
Tier 2 — Champions (Actively Selling Internally)
Primary Champion
Pragya Singh
Technical Owner, Online Team · AI Champions Member
Owns Optimizely overall (experimentation, personalization, CMS, Opal). Organized onsite workshop. Building executive case. Blocked dedicated time. Single point of failure — bandwidth-constrained across experimentation dysfunction and Opal pilot. Must validate all three agents.
Marketing Advocate
Siobhan Corley-Richards
Content Strategist, ZoomCX Marketing
Only person on marketing team who has fully adopted CMP. Hands-on, technically curious, immediately interested in competitive scanning agent. Risk: defers to Marla on decisions. Limited organizational pull.
Tier 3 — Influencers (Shape Evaluation & Adoption)
Marketing Leadership
Marla Davies
Marketing Leadership
Agreed marketing should join pilot. Pushed back on timeline: "make the right decision, not a quick one." Questioned benchmark relevance. Left meeting early. Practical buyer — wants to see it working, not projections. Off-site compressed coordination window.
Content / SEO
David Tice
Online Team (SEO/Content)
Most vocal and engaged at onsite workshop. Deeply concerned about content generation bottleneck and legal/PMM approval friction. Interested in Ahrefs API integration, compliance pre-checking. Strong domain knowledge in SEO.
Primary AE
Patrick Jones
Account Executive (Optimizely)
Owns the Zoom account. Built rudimentary agent for Siobhan. Key orchestrator and informal information broker. Assessed deal as at risk. Trust bridge — Brandon, marketing, and Pragya all communicate through Patrick.
Analytics / Ops
Murali Pendyala
Online Team (Analytics/Ops)
Focused on proving improvement over time (delta tracking for page speed, GEO scores). Wants operational rigor. Suggested Content Square integration. "Show me the data" mentality.
Experimentation
TK Marks
Experimentation Analyst
Focused on quick wins, building stakeholder appetite, then scaling complexity. Concerned about creative control and risk management on high-revenue pages. Self-rated 6 on AI.
Tier 4 — Technical (Building the Solution)
FDE
Franz
Forward Deployed Engineer
Assigned to build all three agents. Content audit agent ~85% complete. Started building Monday Feb 23.
Solutions Architect
James Stout
SA (Solutions Architect)
Led onsite workshop. Pre-built high-fidelity Zoom Content Audit Agent. Remote participant.
Tier 5 — Blockers & Skeptics
Experimentation Friction
Brandon Renoe
Web Experimentation Team
Open friction with Pragya. Described having "both hands tied behind his back." Built his own experimentation agent — not anti-Opal, anti-Pragya's leadership on experimentation. Do not go direct on Opal positioning. Trusts Patrick Jones.
Experimentation Skeptic
Michael Lam
Leadership (Experimentation Oversight)
Exploring analytics as replacement for experimentation entirely. Asked ChatGPT what they can do instead of experimenting. Risk: if skepticism extends to AI tooling broadly, could surface as exec-level blocker. Do not engage directly. Monitor through Patrick.

Signature Path

1
Pilot Validation
Pragya Singh
All three agents must validate before business case goes up. Target: March 6.
2
Business Case
Pragya Singh
Internal iterations required before Vi sees it. March 9-12 window.
3
Exec Readout
Kim → Vi Chau
Target March 13. Kim/Vi readout, not just Vi.
4
Budget Approval
Vi Chau
Budget scrutiny environment. Approval threshold unknown at $250K.
5
IT / Security
Not identified
Vendor questionnaires agreed to start in parallel. No contacts identified.
6
Legal Review
Not identified
Pragya does not know who handles legal. Conor looking up original deal contact.
7
Procurement
Not identified
No named contact. Sequential paper process after March 13 makes March 31 extremely tight.
8
Signature
Unknown LIKELY VI
Likely Vi Chau or above. Approval threshold unknown.

Informal Influence Network

Alex Atzberger → direct relationship → Kim (CMO). Regular communication. CMO summit in Austin mid-March together. Highest-leverage relationship — top-down air cover before Pragya's bottom-up case arrives.
Pragya Singh → builds case for → Kim & Vi Chau. AI Champions member (WISE team). Outsized influence on this purchase, but bandwidth-constrained. Single point of failure for the entire deal.
Siobhan Corley-Richards → defers to → Marla Davies on all decisions. Only CMP adopter on marketing team. Advocacy necessary but not sufficient for marketing participation.
Marla Davies has a weekly CMP cadence with Patrick Jones. Pragya has not yet synced with Marla on pilot scope since Feb 20 agreement. Marketing alignment is a prerequisite for the combined ELT readout.
Lenny (Chief Officer) asked Pragya about content audit capabilities unprompted — executive-level pull signal. If Lenny advocates upward, creates organizational momentum independent of Pragya's bottom-up case.
Patrick Jones is the trust bridge. Brandon shares frustrations with Patrick. Marketing communicates through Patrick. Informal information broker for the entire deal.

Internal Politics & Dynamics

Pragya vs. Brandon friction on experimentation: Brandon feels Pragya won't advocate for experimentation with leadership. Pragya denies deprioritization. Patrick: "so much bigger than the tool." Could spill into executive conversations if experimentation comes up during readout.
Michael Lam's experimentation skepticism: Exploring analytics as full replacement for experimentation. If this view gains traction at exec level, could undermine the web experimentation bundle component of the $250K deal.
Marketing CMP adoption struggles: Most of Marla's team has not adopted CMP. Adding Opal may feel like too much change. Marla wants to "make the right decision, not a quick one" — timeline preference conflicts with March 31 close.
Zoom's build-internally philosophy: Pragya explicitly stated third-party implementation partners are not viable at Zoom. Limits post-sale scaling. Zoom's team (AI self-rated 5-7) must become self-sufficient faster.

Map Gaps

Who signs the contract?
Cannot close without signature authority. Could be Vi, could be above Vi.
Ask Pragya: "Who literally signs contracts at this dollar amount?"
Budget threshold at $250K?
Determines whether Vi can approve autonomously or needs additional sign-off (board, CFO, etc.).
Ask Pragya: "What's the approval process for a $250K software purchase at Zoom?"
Legal contact
Paper process cannot start without legal. Pragya committed to finding them.
Conor looking up procurement contact from original deal. Follow up with Pragya by Feb 28.
Procurement contact
Sequential paper process after March 13 makes March 31 close extremely aggressive.
Original deal records + Pragya identification. No named contact.
Compliance requirements
Vendor questionnaires agreed to start in parallel but no one is driving them.
Push Pragya for specific questionnaire requirements and contacts.
Kim's disposition toward Opal
Kim is in the signature path but we have zero direct intelligence on her priorities or objections.
Alex-Kim CMO summit mid-March is primary discovery channel. Ask Pragya what Kim cares about.
Vi's management style
Vi is the economic buyer but we have had no direct interaction.
Ask Pragya: "When Vi evaluates a purchase like this, what does she focus on? What kills deals?"
Marketing pilot scope
Pragya cannot commit to the combined timeline without understanding what marketing's POC scope looks like.
Schedule FDE tuning session with marketing POC (Siobhan) first week of March post off-site.
Lenny's full title & authority
Asked about content audit capabilities — but his role in the approval chain is unclear.
Ask Pragya: "What is Lenny's role in purchase decisions like this?"
Michael Lam's sphere of influence
If experimentation skepticism reaches the executive level, it could contaminate the Opal conversation.
Monitor through Patrick. Do not engage Michael directly.

Recommended Actions

This Week (Feb 24-28)
  1. Confirm three-agent build with Franz — validate content audit, brand voice QA, and experimentation agents all in scope for March 6 completion.
  2. Send business case docs as Google Docs — Pragya cannot use Microsoft docs internally. Remove this friction immediately.
  3. Re-send Peter's data request — Pragya asked for a bump; quantitative business case blocked without Zoom-specific data.
  4. Follow up on paper process contacts — Pragya committed to identifying legal/procurement/compliance. Look up procurement contact from original deal.
  5. Schedule David-Franz call — Patrick coordinating for Tue/Thu. David is most engaged on content bottleneck; connecting him with FDE creates advocacy.
First Week of March (March 2-6)
  1. Pilot validation complete by March 6 — all three agents running against ~20-page subsets. Collect qualitative results and screenshots.
  2. Schedule FDE tuning session with marketing POC — post off-site, likely Siobhan. Tuning session (pre-built agents reviewed), not requirements gathering.
  3. Pragya-Marla sync on pilot scope — has not happened since Marla agreed on Feb 20. Prerequisite for combined ELT readout.
Business Case Week (March 9-12)
  1. Iterate on executive summary with Pragya — multiple internal review checkpoints before Vi sees it. Conor available for rapid iteration.
  2. Fold marketing use cases into business case — Peter's value framework + marketing pilot data = combined story for Kim/Vi.
  3. Prep Pragya for executive pushback — drill on ROI, timeline, risk mitigation. She can articulate problem and solution but not yet quantified ROI.
Executive Readout (March 13+)
  1. Target Vi readout March 13 — Pragya presents pilot results + quantified business case + executive summary.
  2. Leverage Alex-Kim channel at CMO summit — if Alex introduces Opal to Kim, creates top-down air cover. Coordinate with Alex's team.
  3. Immediately start paper process post-approval — every day of delay after March 13 compresses the March 31 close.
Contingency Plans
  • If March 31 close slips: Deal does not die — Zoom's FY27 started Feb 1, budget available. Position pricing as "2026 pricing" to create forecastable deadline without artificial compression.
  • If marketing does not join initial purchase: Focus on Pragya's online team as primary buyer. Marketing can do a true POC later (Patrick's suggestion). Reduces combined value story but removes coordination bottleneck.
  • If experimentation bundle draws executive scrutiny: Decouple experimentation from core Opal pitch. Lead with content audit + GEO + brand voice QA. Web experimentation as retention item, not strategic investment.
Zoom Power Map — Generated 2026-02-24 — Deal: Zoom Opal 2026 — INTERNAL USE ONLY