The call, served on a plate

The call, served on a plate.

13 HubSpot Breeze prompts that cut call prep to a minute - plus one complete, real briefing from the FrodX CRM. No forms, no sign-up: copy and dial.

90 minprep for one call - yesterday
60 sto read the briefing - today

“Every call needs preparation if it's going to succeed.” True. What no longer holds is the math that grew out of it: eight hours and five calls a day. Breeze pulls the context from your CRM and serves it before you dial. Below is the standard we use at FrodX to prepare for calls.

A good prompt has five elements

  1. Situation - what kind of call this is: first contact, follow-up, reactivation …
  2. Purpose - what you want the call to achieve.
  3. What Breeze should review - history, activities, emails, meetings, deals.
  4. Response structure - a briefing you'll actually use during the call.
  5. Specificity - nothing generic; facts separated from interpretation.

If one or two of these are missing, the result will be too generic.

The master formula for a very good prompt

Prepare me for a [call type] with [contact/company].
Review the relevant CRM data: relationship history, activities, emails, calls, meetings, tasks, notes, deals and other important signals.
Give me a concrete briefing in English:
- who this is,
- what has happened so far,
- what is currently open,
- what the most realistic goal of this call is,
- how I should open the conversation,
- which 5 to 7 questions I should ask,
- what the likely objections or blockers are,
- and what next step I should aim for.
At the end, add an ultra-short five-bullet summary to review immediately before the call.
Don't write generically. Separate CRM facts from interpretation.
Always add one more line:  The focus of this call is: [purpose]

One line sharpens the briefing more than anything else - without it, Breeze has to guess what success on the call means to you. The output is exactly as good as the data in your CRM.

13 situations, 13 prompts

1–5 is the recommended minimum for any team; prompt 2 is shown below with its complete, real output.

1 · General call prep

Prepare me for an upcoming phone call with this customer or contact.
Review all relevant CRM data, relationship history, activities, emails, calls, meetings, tasks and open deals.
Give me a concrete briefing in English:
- who this is,
- what has happened so far,
- what is currently open,
- what the most realistic goal of the call is,
- how I should open the conversation,
- which 5 questions I should ask,
- and what the most sensible next steps are.
At the end, add an ultra-short five-bullet summary to review immediately before the call.
Don't write generically - be specific to this contact or company.

2 · Reactivating an old contact

Complete real output below 
Prepare me for a reactivation phone call with this contact.
Review the relationship history, recent activities, old opportunities, lost or frozen deals, past agreements, signals of interest and the reason the communication stopped.
Tell me:
- what the relationship has been like so far,
- why the contact probably went quiet,
- whether there is a real basis for reopening,
- how I should open the conversation so it doesn't sound pushy,
- which 5 to 7 questions I should ask,
- what the most realistic goal of this call is,
- and what next step I should aim for.
At the end, add a short opening for the call and 5 bullets to review immediately before the conversation.
Make the answer concrete and tailored to this specific contact.

One prompt. Twelve chapters.

We ran prompt no. 2 on real data in the FrodX CRM. One click returned a briefing with twelve chapters and more than 1,200 words: who the contact is and how to approach him, the relationship phase by phase, the actual business problem, four hypotheses about the stall, an assessment of the grounds for reopening, a goal with a definition of success, the next step (and which one to avoid), the call flow, seven contextual questions, signals to listen for, the don'ts, and an opening with bullet points.

“Don't sell him the product; go back to the business problem he has already admitted himself.”
“The best next step is not ‘I'll send an offer’.”
“Listen for whether he talks about the problem in the present or the past tense.”
Read the full briefing (verbatim, anonymised)

The verbatim output of prompt no. 2 on FrodX CRM data. Only the identities were changed - the contact and the company are anonymised; everything else is untouched, including the informal, direct address: Breeze is talking to the salesperson.

Who the contact is

Tomaž is a business unit director at an engineering and technology company. He was a direct counterpart on CRM, HubSpot, marketing automation and the sales process - not a passive recipient of invitations. This is a contact who articulated problems and needs himself in the past, so approach him as a once-active evaluator, not as a cold lead.

What the relationship has looked like so far

Interest was first established through an event and follow-on conversations about HubSpot, AI and Service Hub. Tomaž showed concrete interest in CRM and AI - specifically in test results, hands-on AI support, and Service Hub's options for service, support, RMA and SLA management processes.

The relationship then shifted into a much more concrete sales-advisory tone. After the October contacts, Tomaž sent a baseline document built on the go-to-market strategy and sales plan for one of the divisions, noting that the system would also be used more widely. He said explicitly that the processes were not yet properly mapped, that the work up to then had been very basic, that there was too little automation and strategic support for lead generation, and that the sales funnel was not being run strategically enough. He wants to fix that so he can bring in more results-driven salespeople.

This was followed by a requirements workshop and then an offer for CEP workshops, meant to define the processes, integrations, data model, concept and roadmap for implementing Sales Hub and Marketing Hub. So the relationship didn't stall at “let's see a demo sometime” - it reached the stage of a concrete diagnostic and offer framework.

Later the communication drifted back into softer follow-ups, event invitations, coffee and time-limited offers.

The actual problem Tomaž wanted to solve

His problem was not “buying HubSpot” but sorting out and upgrading the commercial operating model: running lead generation and the sales funnel more strategically, adding more automation, building a better CRM approach, laying the ground for results-driven salespeople, sorting out service processes and support, and connecting marketing, sales and part of the service flows into a more unified system.

This matters for your call: don't sell him the product - go back to the business problem he has already admitted himself.

Why the contact probably went quiet

The most likely reason is not lack of interest but a combination of the following:

1. The company clearly wasn't ready internally. Tomaž said himself that processes weren't mapped and the state of things was fairly basic. That usually means the buying decision depends on internal alignment, priorities and groundwork.

2. The need was real but complex. This wasn't a simple licence purchase; it meant changing processes, the data model, funnels, integrations and how teams work. Projects like that often lose pace when internal ownership or time runs out.

3. After the concrete phase, the communication turned more campaign-like than project-like. The workshop and offer were followed by follow-ups, event invitations, coffee and a time-limited offer. From Tomaž's perspective, that may have signalled the conversation drifting away from his original operational problem.

4. There is no clear “no”. Nothing in the history points to an explicit reason like “no budget”, “we chose another vendor” or “the topic is dead”. It looks more like lost momentum.

Is there a real basis for reopening

Yes, there is. This is not artificially reviving a cold contact. The basis is real because Tomaž showed substantive interest, described the friction in his processes himself, sent an internal document and baseline material, attended an event, was ready for a workshop and got as far as reviewing the offer and the CEP approach. He has already invested time and intellectual effort - something people rarely do when a topic genuinely doesn't interest them. The most realistic hypothesis: the need may still be alive, and the project stalled over priorities, timing or internal ambiguity.

The most realistic goal of this call

Don't try to sell HubSpot or close a project on this call. The most realistic goal is to diagnose whether the problem Tomaž raised is still open and to find out whether there is enough internal momentum for another short working meeting. If the call goes well, success means: you confirm or rule out that the topic is still live; you learn what has changed since; you find out whether they now have a clearer internal picture; you get permission for the next short, substantive step.

Which next step to try to get

The best next step is not “I'll send an offer”. Try to get a 30- to 45-minute working meeting: refresh the original problem, check what has changed in the meantime, assess whether a narrower scope makes sense, and decide whether a CEP/discovery approach, a demo or - for now - nothing is the right move. If you sense it's still too early for them, the secondary goal is an honest status: topic frozen, postponed, unresolved ownership, or the project went elsewhere.

How to open the conversation without sounding pushy

The key is not to open from “I'm selling you something again” but from “a while back you described a problem very clearly, and I want to check whether it's still live on your side”. Keep the tone respectful, short, non-defensive, with no pressure and no immediate selling. A good approach is to acknowledge the broken rhythm and normalise it: you were once quite concrete, things then stalled, and you just want to check whether the topic is still relevant. That lowers resistance, because you give him an easy exit if it isn't.

Suggested call flow

1. Soft reactivation - briefly reference the earlier, concrete context. 2. Checking relevance - is the problem he raised still open. 3. Diagnosing the stall - priorities, ownership, budget, time, or a change of direction. 4. Assessing whether continuing is realistic - now or later. 5. Agreeing the next step - a short working meeting, not a big project.

5 to 7 questions to ask

1. Last time we talked in any depth, you mentioned that lead generation, the sales funnel and automation weren't yet set up strategically enough on your side. Is that still an open topic today, or has anything moved substantially since?

2. What actually happened on your side after that workshop and the offer - did the topic stall over priorities or internal alignment, or did you decide to postpone it?

3. Do you now have the processes and responsibilities around sales, marketing and service mapped more clearly, or is that still part of the challenge?

4. Purely practically: which part creates the most friction today - capturing leads, running the pipeline, how the salespeople work, marketing automation, or the service processes?

5. Is the interest in a project like this still mainly at the level of that one division, or would you now look at it more broadly, for other units too?

6. What would a next step have to look like today for continuing to make sense for you - a short priorities review, a fresh discovery, a demo of a narrower use case, or something else?

7. Honestly: is this a topic for the next 1 to 3 months, for later, or not on the table at all right now?

What to listen for during the call

Whether he talks about the problem in the present or the past tense; whether he mentions internal people; whether he mentions extending to more units; whether he talks about processes, KPIs, responsibilities and ownership; whether his language is “we have to sort this out” or “it would be nice someday”. If he speaks concretely about ownership, the team and steps, the opportunity is still alive. If he stays general and polite, the topic is probably still parked.

What to avoid

Don't open with promotions, discounts or licences; don't jump straight into a demo; don't talk features before confirming the problem is still alive; don't overload him with materials; don't assume he remembers everything. Revive the problem first, the solution second.

A short opening for the call

“Tomaž, hi, Igor here. Just a quick call. A while back we got quite specific about how to sort out your CRM, lead generation, funnel and automation, and then it all stalled a bit. I'm not calling to push anything on you - just to check whether that problem is still live on your side and whether it even makes sense to reopen the conversation.”

If the opening lands well, continue with one bridging sentence

“Back then you described very clearly that you wanted to set up lead generation and funnel management more strategically, so what I mainly want to know is whether that's still an open topic today or whether something substantial has changed on your side in the meantime.”

5 bullets to review immediately before the conversation

A short closing note

Your best position on this call is not the salesperson but the person who remembers the real problem and can create a safe space for an honest answer. The most promising path is to show continuity, an understanding of the operational context, and readiness for a narrower, pragmatic next step.

3 · Follow-up after a meeting or demo

Prepare me for a follow-up phone call with this customer after a previous meeting, presentation or demo.
Review the latest meetings, calls, emails, notes, tasks and open items.
Tell me:
- what mattered most in the last contact,
- what was agreed,
- what remained open,
- what I absolutely need to address on this call,
- how I should open the conversation,
- which 5 questions I should ask,
- and how to steer the conversation toward a concrete next step.
At the end, add 5 short bullets to review immediately before the call.
I don't want a generic recap - I want practical prep for moving the conversation forward.

4 · Moving an open opportunity forward

Prepare me for a call meant to move an open sales opportunity forward.
Review the relevant deal, associated contacts, the company, recent activities, recent agreements, risks, blockers and any signs of a stall.
Give me:
- a summary of where the opportunity stands,
- what is holding progress back the most right now,
- what the most likely next step is,
- how I should open the conversation,
- which 5 questions I should ask to get movement,
- what objections or reservations to expect,
- and how to define success for this call.
At the end, add 5 bullets to keep in mind right before the conversation.

5 · First call with an inbound lead

Prepare me for a first call with a lead.
The lead came inbound - from a webinar, a content download form, a consultation sign-up, a demo request, or as a referred contact within a company.
Review all relevant CRM data:
- the lead source,
- which content they submitted or downloaded,
- which webinars or events they attended,
- which emails they received, opened or clicked,
- the associated company,
- any open deals or past contacts,
- other contacts from the same company,
- and all signals that indicate the level of interest.
Prepare a concrete briefing in English for the first contact.
Structure the answer like this:
- who the lead is and why they are relevant,
- what we already know about their interest,
- what the goal of the first call is,
- write 3 opening lines,
- write 7 qualification or discovery questions,
- list the likely objections,
- and suggest next steps based on the strength of interest.
At the end, add an ultra-short five-bullet summary.
Don't write generically. Clearly separate facts from interpretation.

Prompts 6–13

6 · Discovery / uncovering the need

Prepare me for a discovery call with this contact or company.
Review the CRM context, relationship history, activities, deals, the content the contact received or opened, and all signals of interest.
Prepare for me:
- a short briefing on the contact and the company,
- what we already know and what we don't yet know,
- what their most important needs or challenges probably are,
- how I should open the conversation,
- which 7 questions I should ask for a good discovery,
- which answers would be a good signal,
- and what the goal of this call should be.
At the end, add warnings about what I must not do, so the discovery doesn't come across as too salesy or shallow.

7 · Closing / testing readiness to decide

Prepare me for a closing call with this customer.
Review the deal, recent activities, past promises, the decision process, the contacts involved, potential obstacles and how ready they are to decide.
Tell me:
- how close this opportunity is to closing,
- what the biggest remaining risks are,
- who is probably key to the decision,
- how I should open the conversation,
- which 5 questions I should ask to test readiness for the next step or a decision,
- how to approach it without being too aggressive,
- and what closing outcome I should try to get from the call.
At the end, add a short opening and 5 bullets to review immediately before the call.

8 · Renewal / continuing the engagement

Prepare me for a renewal call with this customer.
Review the history of the engagement, open activities, recent interactions, how the solution is being used, any issues, open opportunities and the overall tone of the relationship.
Give me the prep in English:
- what the current state of the relationship is,
- what the positive and negative signals are,
- what risks to the renewal exist,
- how I should open the conversation,
- which 5 questions I should ask,
- what the goal of this call must be,
- and what the most sensible next step is.
At the end, add 5 short bullets for the last minute before the call.

9 · Cross-sell or upsell

Prepare me for a call meant to explore a cross-sell or upsell opportunity with this customer.
Review the company, the contact, the history of the engagement, open deals, past projects, how they use our solutions, and any signals that an additional service or a broader engagement might interest them.
Tell me:
- what the basis for a cross-sell or upsell is,
- which expansion of the engagement makes the most sense given the context,
- how to open the conversation so it isn't salesy too early,
- which 5 questions I should ask,
- which signals would indicate the right timing,
- and what next step I should aim for.
At the end, add 5 bullets to review immediately before the call.

10 · Call after a lost or stalled deal

Prepare me for a call after a lost or stalled deal.
Review the deal, the reason it was lost or stalled, the communication history, recent activities and any new signals of interest.
Tell me:
- why the deal was probably lost or stalled,
- whether there are grounds to reopen the topic,
- how I should open the conversation without pressure,
- which 5 questions I should ask,
- what a realistic goal for such a call is,
- and what next step makes sense if interest still exists.
At the end, add a short opening and 5 bullets for prep right before the call.

11 · Account management call with an existing customer

Prepare me for an account management call with an existing customer.
Review the history of the engagement, recent activities, open topics, any issues, new opportunities and the overall tone of the relationship.
Tell me:
- what the current state of the relationship is,
- what matters for this account,
- what is open or sensitive,
- how I should open the conversation,
- which 5 questions I should ask,
- how to balance the relationship, value and potential business opportunities,
- and what the most sensible next step is.
At the end, add 5 bullets to review immediately before the call.

12 · Quick check-in call: is the topic still alive?

Prepare me for a quick check-in call with this customer or contact.
The purpose of the call is to find out whether the topic, project or interest is still alive.
Review the relationship history, recent activities, old agreements, open topics and any signals of interest or a stall.
Tell me:
- what the most likely context of this call is,
- how to open the conversation very briefly and naturally,
- which 5 questions I should ask,
- what a realistic goal for such a short call is,
- and what next step to propose if interest exists.
At the end, add an ultra-short opening and 5 bullets for the last minute before the call.

13 · Call to arrange the next meeting with decision-makers

Prepare me for a call whose main purpose is to arrange the next meeting with the decision-makers.
Review the company, the contact, open topics, the relationship history, recent activities and the current state of the opportunity.
Tell me:
- why a next meeting would make sense,
- who should be involved,
- how I should open the conversation,
- which 5 questions I should ask to get to the next meeting,
- which arguments support the need for a further conversation,
- and how to propose the next step naturally.
At the end, add 5 bullets to review immediately before the call.

Save them. Don't retype them.

  1. Saved prompts in Breeze - Breeze Assistant → Prompts menu → new prompt with placeholders; share with the team.
  2. Favourites - mark the 3 to 5 prompts you use most often as favourites.
  3. Consistent naming - “Call prep – follow-up”, “Call prep – reactivation”, “Call prep – inbound lead”.
  4. Placeholders - Contact · Company · Deal · Call focus; the base stays, you only add the context.

The prompts are most useful at three moments: before a call or meeting (instead of digging through the CRM, you open a saved prompt), on follow-up tasks (follow-up, reactivation, lost deal, next step) and during pipeline review (moving a deal, closing, account management). Don't automate the thinking - automate the start: the prompt is saved, the structure is ready, Breeze pulls the context, and you add only the focus and your judgement.

The example is real. The next one can be yours.

The briefing on this page is the actual, unedited output of prompt no. 2 on FrodX CRM data - only the contact and company names are anonymised. We’ll gladly run any of the thirteen prompts using one of your real contacts and their company data.

Book 15 minutes or write to igor.pauletic@frodx.com