ClientRaker 2.0
Research Platfiorm
ClientRaker 2.0 (beta) Quick Start Guide
ClientRaker transforms how consultants land clients. Instead of generic outreach, you conduct forensic intelligence analysis on prospects—extracting psychological vulnerabilities, mapping power structures, and crafting surgical engagement strategies that make executives think "How did they know that?"
What Is ClientRaker?
ClientRaker transforms how consultants land clients.
Instead of generic outreach, you conduct forensic intelligence analysis on prospects—extracting psychological vulnerabilities, mapping power structures, and crafting surgical engagement strategies that make executives think "How did they know that?"
The Purpose
Most consultants pitch services. You'll diagnose problems prospects don't realize they have, then present solutions they can't ignore.
The system weaponizes psychology: identifying cognitive biases, ego investments, and internal pressures to craft outreach that bypasses rational objections and triggers emotional urgency.
What You'll Get
For each prospect you analyze:
Intelligence Report containing:
  • Validated stakeholders with authority mapping (who actually approves budget)
  • Psychological vulnerability analysis (tensions you can exploit)
  • 3-email outreach sequence (complete copy, ready to send)
  • Discovery call script with objection responses
  • Risk assessment with mitigation strategies
Time investment: 15-20 minutes per prospect
Output quality: Competitor-grade intelligence at consultant scale
Setup Instructions Overview
The setup process involves two main components: setting up your Claude Project with the necessary files, and using the ClientRaker Research Platform to gather intelligence on prospects.
Step 1: Set Up Claude Project (2 minutes)
  1. Go to claude.ai
  1. Click Projects (left sidebar)
  1. Create new project: "ClientRaker Forensic Intelligence"
  1. This project needs 7 files to work, one is the Project Instructions, and the other 6 are project knowledge files you add to the project.
You can download all the project files here.
Required Project Files
Project Instructions (paste these into your Claude Project Instructions and edit the first few lines)
Add these 6 files as project knowledge (just upload them)
File Setup Instructions
  1. Paste the Project Instructions using the 'paste into Project Instructions' file.
  1. IMPORTANT! Edit the first few lines of the instructions to reflect who you are, what you do and what your fees are.
  1. Add the 6 knowledge files to the project by uploading them as files. They should be:
  • core_methodology.md
  • relevance_scoring_matrix.md
  • objection_response_library.md
  • quality_checklist.md
  • conversation_starter.md
  • advanced_outreach_playbook.md
That's it! The project is ready to do Knowledge Synthesis, Extraction and Rendition.
Step 2: Use ClientRaker Research Platform (10 minutes)
  1. Either you can use your favourite research tool, or go and signup at app.clientraker.com
The access code is CLIENTRAKER2025
  1. Enter a natural language prompt on the kind of company you are looking for.
  1. The system will return 10 companies and some initial interesting research.
  1. If you see one of interest, you can click on Deep Research.
Research Platform Capabilities
Let the system compile:
  • Executive intelligence (names, titles, backgrounds)
  • Financial data (revenue, growth, funding)
  • Recent events (launches, initiatives, challenges)
  • Competitive landscape
  • Pain points and buying signals
  1. Review the research report
  1. Copy the entire report
Step 3: Run Forensic Analysis (3 minutes)
  1. Open your ClientRaker Claude Project
  1. In a new chat, paste in your research, The more info, the better.
  1. Hit send. That's it.
  1. Claude automatically:
  • Validates stakeholders (enhances if <3 found)
  • Scores your relevance to each tension (only shows ≥0.60)
  • Maps psychological vulnerabilities
  • Generates complete outreach strategy
Step 4: Execute Outreach
You'll receive:
  • 3 complete email scripts (subject + body)
  • Each tagged with psychological mechanism
  • Discovery call framework with objection responses
  • Risk mitigation strategies
Execution Guidelines
What to do:
  1. Send emails as-is if analysis is strong (most cases)
  1. Light editing for voice/style if needed—but psychological structure should remain
  1. Follow the sequence: Email 1 (pattern recognition) → wait 3-4 days → Email 2 (urgency) → wait 3-4 days → Email 3 (face-saving solution)
What Makes This Work
Traditional approach: "Hi [Name], I help companies like yours with [service]. Available for a call?"
ClientRaker approach: "[Name], I analyzed your August relaunch. Nine months developing products that honor 'Doing Things' ethos. Then I read customer response criticizing fabric and sizing. This isn't product failure—customers aren't feeling what you're feeling. That's the translation gap..."
The difference: You demonstrate understanding before asking for anything. This triggers reciprocity, establishes credibility, and bypasses "just another consultant" filtering.
Success Metrics
After 10 prospects analyzed:
  • Response rates: 15-30% (vs. 2-5% cold outreach)
  • Discovery calls booked: 2-4
After 50 prospects:
  • Pattern recognition improves (you spot tensions faster)
  • Psychological profiling becomes intuitive
  • Email customization takes minutes, not hours
Common Mistakes to Avoid
Mistake 1: Using ClientRaker on unqualified prospects
  • Fix: Only analyze companies where your service has 0.60+ relevance
  • If you're a copywriter, don't analyze companies with bankruptcy problems
Mistake 2: Over-editing the psychological strategy
  • Fix: Trust the exploitation mechanisms—they're based on cognitive bias research
  • Your "authentic voice" might feel better but converts worse
Mistake 3: Skipping stakeholder validation
  • Fix: If Claude finds <3 validated stakeholders, the analysis is incomplete
  • Either get more research or pick different prospect
Mistake 4: Sending all 3 emails at once
  • Fix: Follow the escalation sequence with 3-4 day gaps
  • Each email builds psychological pressure—rushing destroys the effect
When It's Working
You'll know ClientRaker is working when:
  • Prospects respond with "How did you know that?" or "Have we met?"
  • They volunteer information in replies (sharing internal challenges)
  • Discovery calls skip small talk—they want solutions immediately
  • Objections decrease (psychological framing pre-handled resistance)
When to Iterate
If response rates stay low after 10 prospects:
Check:
  1. Are you targeting right-fit prospects? (Relevance score honest?)
  1. Are you following email sequence timing? (Not rushing?)
  1. Are you editing psychological mechanisms out? (Preservation critical)
  1. Is ClientRaker research comprehensive? (Quality score >80?)
Adjustment Strategies
Adjust:
  • Tighten prospect qualification (only 0.80+ relevance)
  • Test different subject lines (keep body psychology intact)
  • Improve ClientRaker research input (more executive intelligence)
The Compound Effect
Month 1: Learning system, response rates improve
Month 2: Pattern recognition kicks in, analysis faster
Month 3: Psychological profiling intuitive, close rate increases
Month 6: You're booking 1-2 discovery calls per week from cold outreach
This is systematic, ethical psychological jujitsu applied to B2B sales. Most consultants compete on price and credentials. You compete on understanding prospects better than they understand themselves.
Getting Started
Start with 5 prospects. Analyze, send, track. Then scale what works.
The system improves with use.
Your first analysis takes 20 minutes.
Your twentieth takes 8.
The intelligence compounds.
Don't just hope for your dream clients. RAKE them.
Additional Information
The RAKER Framework
How to Make Prospects Think You've Been Reading Their Mail
Listen.
We don't fail at marketing because we lack information. We fail because everyone's saying the same darn thing, hoping somehow the magic of AI will save them.
The AI Tool Problem
Here's what just happened. Crazy Egg… now these are smart people who know testing… showed senior buyers the homepages of six major AI tools. Not teenagers. Not interns. Decision-makers. People with actual budgets who actually need these tools.
97% said they had no idea how the tools worked.
Think about that number for a second. These are executives evaluating software for their companies. And nearly every single one was lost.
The Paradox
But here's where it gets interesting. 97% also said they could see these tools would probably save them time.
So the buyers want what's being sold.
They just can't figure out what the heck it is.
One buyer nailed it: "Everything now is AI-powered. And for some reason, that is supposed to be a big deal."
The Commoditization Problem
This is what happens when everyone chases the same shiny object. Automation. Scalability. Cost savings. AI-powered. Revolutionary. Next-generation. Blah blah blah.
Every company sounds exactly the same. And it's not just AI tools. Every industry is marching toward the same cliff.
Meanwhile, the truth sits right there, ignored by almost everyone: People don't buy features. They buy the elimination of pain.
What People Actually Buy
Not "AI-powered automation." Not "scalable solutions." Not "cutting-edge technology."
They buy specific, concrete pain elimination. "Your customers bail at day 21 because they never finish setup." "Your sales team tosses 60% of marketing's leads in the trash." "You keep hiring customer success people but churn keeps climbing."
This is why RAKER exists. Not as another cute framework. As a systematic way to position yourself so precisely that when prospects see your message, they stop cold and think: "Holy moly, how did this person know this?"
R -Reposition
Most consultants have completely lost the plot. They think if they slap "AI-powered" on their pitch, clients will magically appear. They've forgotten how to market. They've forgotten that clarity beats cleverness every single time.
But before we talk about how to position yourself, let me ask you something more important.
What are you actually selling?
The Real Business Model
Not what you tell people you're selling. What you're really selling.
Take Starbucks. You think they're selling coffee? They've got over a billion dollars of unspent balances sitting on gift cards right now. A billion dollars. Customers are effectively loaning them money interest-free. In exchange for colored water.
Starbucks isn't a coffee company. It's a bank that happens to serve beverages. They can use that billion dollars to invest however they want. For free.
McDonald's Does Not Just Flip Burgers
McDonald's? You think they're selling burgers? Ray Kroc figured out decades ago that McDonald's is a real estate company that happens to flip beef patties. The franchise model is brilliant because the franchisees pay rent on prime locations that McDonald's owns. The burgers are just the mechanism.
So here's your assignment before we go any further.
What are you really offering people?
The Brutal Truth Question
Not the label you've given yourself. Not what your LinkedIn profile says. What value are you actually creating?
Because here's the truth. If you can't answer that question with brutal honesty, you're going to sound like everyone else. You're going to join the 97% confusion club. You're going to talk about your process and your methodology and your approach, and prospects are going to nod politely and never call you back.
What Consultants Really Sell
Most consultants think they're selling expertise. They're not. They're selling peace of mind. Or they're selling cover for a decision someone already wants to make. Or they're selling the elimination of a specific pain that's costing someone sleep.
Figure out what you're really selling. Not what you want to be selling. What buyers are actually buying when they hire you.
Now let's talk about the consultant problem.
The Consultant Stigma
People hear "consultant" and their eyes glaze over. The word itself triggers memories of expensive PowerPoint decks gathering dust. Generic frameworks that ignore how things actually work in their company. Implementation plans that dump all the hard work on teams that are already drowning. Advice from people who've never actually done the work themselves. Projects that drag on forever with scope creep and invoices that keep climbing.
Now add "AI-powered" to that consultant pitch. Congratulations. You've just joined the confused masses.
The Adviser Difference
An adviser is fundamentally different.
An adviser has actually done the thing. Not theoretically. Not as a case study. They've been in the trenches, made the mistakes, figured out what works. They guide you down a path they've already walked. They focus on outcomes you can measure, not deliverables that sit in folders. They work alongside you, not above you producing reports. They're tactical and focused on implementation, not just strategy sessions.
Most importantly: they speak in pain elimination, not feature language.
The Psychological Shift
The psychological shift is massive. You hire a consultant. You seek out an adviser. One is a vendor you evaluate on price. The other is an expert you feel lucky to get time with.
Look at what repositioning actually means.
Bad: "I help companies grow using AI-powered solutions."
Better: "I help B2B SaaS companies scale revenue."
RAKER: "I help Series B SaaS companies eliminate churn caused by onboarding misalignment in the first 30 days."
Why Specificity Works
See what happened there? The first sounds like every other consultant spamming LinkedIn. The second is better but still vague enough that it could mean anything. The third names the exact pain, the exact cause, and the exact timeline.
Specificity does three things. First, it makes you immediately relevant to the right people and immediately dismissible to the wrong people. That saves everyone time. Second, it signals expertise through precision. Vague people don't know enough to be specific. Third, it pre-qualifies prospects before you even reach out.
The Four Repositioning Questions
1
What pain do I eliminate?
Not "I help companies grow" but "I eliminate the misalignment between marketing and sales that causes 60% of leads to get rejected as unqualified."
2
For whom specifically?
Not "B2B companies" but "Series B SaaS companies with 20-100 employees who just hired their first VP of Sales."
3
What's the outcome?
Not "better alignment" but "Marketing and Sales agree on lead qualification within 30 days, cutting rejected leads from 60% to under 15%."
4
Why me?
Not "10 years of experience" but "I've been VP of Sales at three Series B companies and rebuilt this exact process twice."
Escaping the Technology Trap
When you can answer all four questions with that level of specificity, you've repositioned from consultant to adviser. And you've escaped the 97% confusion trap.
Here's the uncomfortable truth about technology. We're drowning in it. Every company has 40+ SaaS subscriptions they barely use. AI features getting bolted onto everything. Automation promised everywhere. "Revolutionary" platforms launching every week.
The result is the same. Tool fatigue. Feature blindness. Integration hell.
Technology Amplifies Systems
Technology doesn't solve problems. It amplifies systems.
If your system is broken, AI just makes it fail faster. You'll churn customers more efficiently. You'll scale dysfunction beautifully.
What companies actually need is someone who understands their specific operational reality. Someone who can architect the right solution using the right combination of process, people, and tools. Not someone trying to sell them another "AI-powered" platform they can't understand.
What AI Can't Do
Here's what AI can't do. It can't diagnose why your sales and marketing teams hate each other. It can't figure out why customers bail at day 21. It can't identify the political dynamics blocking your rollout. It can't understand the unspoken tension between your CEO and CFO. It can't tell you which pain matters most to your specific buyers.
This is human work. Strategic, observational, psychological work. The work of an adviser who's repositioned around solving specific operational problems, not selling technology or talking about features.
A - Analysis
This is where 99% of outreach dies a quiet death. People do surface-level research or worse, none at all.
Most people check the company website. Skim the About page. Maybe glance at a funding announcement. Then they write: "I see you're growing fast..."
You're going to do something completely different. You're going three, four levels deeper than anyone expects. You're going to know things about their business that should be impossible to know from public information alone.
Layer 1: Public Company Signals
Start with Layer 1: Public Company Signals.
  • Recent funding rounds. Not just that they raised money. Who invested. What the press release emphasized. What they're bragging about versus what they're hiding.
  • Job postings. Not just what roles they're hiring. What language they use. What problems are implied by the positions they need filled. If they're hiring three customer success managers right after raising a Series B, something's wrong with retention.
  • Press releases and company blog. What they're proud of. What they're pivoting toward. What they've stopped talking about.
  • Glassdoor and reviews. What employees actually say when they think nobody's watching. Culture problems. Leadership dysfunction. The truth behind the corporate happy talk.
Layer 2: Stakeholder Intelligence
Move to Layer 2: Stakeholder Intelligence.
  • LinkedIn activity of key decision-makers. What they post about. What they engage with. What makes them angry or excited. People reveal themselves on LinkedIn more than they realize.
  • Podcast interviews. The unscripted moments that reveal true priorities and fears. When someone's talking for an hour on a podcast, they let things slip that would never make it into a press release.
  • Conference talks. What topics they're passionate about. What they avoid talking about. What keeps them up at night.
  • Previous roles and career path. What shaped their thinking. What battles they've fought before. A CEO who came up through sales thinks differently than one who came up through product.
Layer 3: Performance Signals
Continue to Layer 3: Performance Signals.
  • Customer reviews. What complaints keep appearing. What promises aren't being kept. Patterns in negative reviews tell you everything about operational dysfunction.
  • Support forum activity. What problems aren't being solved. What questions go unanswered. If customers are screaming about the same issue for months, that's a tension point.
  • Product update frequency. Are they shipping fast or stalled. What features are they prioritizing. What they're building tells you what they think the problem is. Often they're wrong.
  • Competitor moves. Who's eating their lunch. How they're responding or not responding. Sometimes the most interesting signal is what a company isn't doing while competitors are.
Layer 4: Market Context
Finish with Layer 4: Market Context.
  • Industry shifts affecting their business model. If their entire industry is moving to consumption-based pricing and they're still doing annual contracts, that's a problem waiting to happen.
  • Regulatory changes. New compliance burdens. New requirements. These often create hidden costs and operational nightmares.
  • Economic factors. Are their customers cutting budgets. Are they in a sector getting hammered. Context matters.
  • Technology changes making their approach obsolete or newly relevant. Sometimes the market shifts and a company's positioning becomes instantly outdated.
The Three Big Questions
For each prospect, you're building a profile that answers three big questions.
Business Health
What's their revenue trajectory based on hiring patterns, PR, customer signals. Where are they in their operational maturity—scrappy startup versus scaling chaos versus mature bureaucracy. What's their market position—leader, challenger, niche player, or struggling to survive.
Internal Dynamics
Is leadership stable or is there turnover at the top. Are there visible tensions between departments—marketing versus sales, product versus engineering. What's the culture like—high turnover, toxic reviews, innovation versus bureaucracy.
Strategic Direction
Where are they trying to go—upmarket, new vertical, geographic expansion. What's blocking them—capability gaps, resource constraints, market forces. Most importantly, what decisions are they making that contradict their stated goals.
The Time Investment
The goal is simple. You should know more about their specific operational reality than their competitors do. You should spot patterns they haven't connected yet.
This takes time. Real time. Maybe two, three hours per prospect. Some people will tell you that's too much. Those people are wrong. Because when you reach out after doing this work, you won't sound like everyone else. You'll sound like someone who's been inside their company. Someone who sees what they can't see.
K - Knowledge Synthesis
Raw data is worthless. A pile of facts about a company means nothing. Anyone can collect information. Synthesis is where you become valuable.
Pattern recognition starts with asking the right questions.
Pattern Recognition Questions
  • What keeps showing up across different data sources? If employees on Glassdoor are complaining about the same thing customers are complaining about in reviews, that's not a coincidence. That's a systemic problem.
  • What are they saying publicly versus what's leaking out in reviews and forums? The gap between the official story and the real story is where tension lives.
  • What decisions make sense individually but contradict each other systemically? Maybe marketing's incentive structure makes perfect sense. Sales' incentive structure makes perfect sense. But together they guarantee marketing and sales will never align. That's synthesis.
  • Where is there misalignment between departments? This is almost always where the biggest problems hide.
  • What's the cascade effect? How is one problem creating three others? Churn isn't usually just a customer success problem. It's often an onboarding problem, which is actually a product complexity problem, which is really a feature bloat problem driven by sales making promises product can't keep.
Stakeholder Psychology Mapping
Now map the stakeholder psychology. This is critical. Different people care about different things.
CEO or Founder
Gets measured on growth, valuation, board confidence. They fear missing targets, losing control, looking incompetent to investors. They're motivated by legacy, proving skeptics wrong, exit value. Their blind spots are usually sales, marketing, or operational execution. Most founders can build product. Most can't build a sales machine.
CFO
Gets measured on margins, burn rate, forecast accuracy. They fear running out of runway, wasteful spending, audit failures. They're motivated by efficiency, predictability, risk mitigation. Their blind spots are usually growth strategy and customer experience. They see everything as a cost to cut.
More Stakeholder Psychology
CMO
Gets measured on pipeline, MQLs, brand awareness. They fear campaigns flopping, budget cuts, being replaced by growth hackers. They're motivated by creative impact, industry recognition, proving marketing's ROI. Their blind spots are usually sales enablement and customer retention. They generate leads and think their job is done.
CRO or VP Sales
Gets measured on revenue, quota attainment, deal velocity. They fear missing quota, losing top reps, bad leads from marketing. They're motivated by commission, promotions, respect from the CEO. Their blind spots are usually marketing strategy and long-term brand building. They live quarter to quarter.
The One-Page Synthesis
Your synthesis needs to map four things. Who's incentivized to care about the tension you've spotted. Who's blind to it and therefore blocking solutions without realizing it. Who has budget authority. Who's politically safe to approach first.
For each target company, create a one-page synthesis document. Just one page. If you can't synthesize it to one page, you don't understand it well enough yet.
  • The Situation: Three, four sentences describing their current operational reality.
  • The Misalignment: Where stated goals contradict actions or where departments are working against each other.
  • The Stakeholder Map: Who cares. Who's blind. Who has power.
  • The Opportunity: The specific problem you can solve that they likely don't see yet.
E - Extraction
Once you've done the synthesis work, you extract the specific tension. This tension needs to meet four criteria or it won't work.
First, you can prove it with publicly available data. You're not guessing or making assumptions. You can point to specific evidence.
Second, they haven't fully acknowledged it yet. If they've already acknowledged the problem and are actively fixing it, you're too late.
Third, you're uniquely positioned to solve it. Don't extract tension around problems you can't solve. That's just annoying.
Fourth, it has meaningful business consequences. Small tensions don't drive action. Big tensions do.
Five Types of Tension
There are five types of tension. Each one works because it creates cognitive dissonance. Once you name it, they can't un-see it. The discomfort drives action.
01
Symptom versus Root Cause Tension
What they think the problem is versus what's actually causing it. Example: They see "our conversion rate is down." You spot "your marketing is targeting enterprise buyers but your sales team only knows how to close SMB deals."
02
Goal versus Reality Tension
The gap between what they say they want and what their current actions make possible. Example: They say "we want to be the premium option in our space." But their pricing is mid-market, their customer service is outsourced to the cheapest vendor in the Philippines, and their onboarding is completely automated with no white-glove option.
03
Internal Contradiction Tension
When different parts of the organization are working against each other, usually because of misaligned incentives. Example: Marketing gets measured on MQL volume and generates 500 leads per month. Sales rejects 60% as unqualified and complains constantly about lead quality. Reality: no one owns lead qualification criteria. Marketing and sales have literally never agreed on what "qualified" means.
More Types of Tension
01
Stated Priority versus Resource Allocation Tension
What they say matters versus where they actually spend time and money. Actions reveal truth. Example: The CEO says "customer retention is our #1 priority this year." Reality: zero budget increase for customer success, no new CS hires, CEO hasn't joined a customer call in four months.
02
Market Position versus Internal Capability Tension
Where they want to compete versus what they're actually built to deliver. Example: Their positioning says "enterprise-grade security and compliance." Their reality: eight-person engineering team, no SOC 2, support tickets take three days to get a response.
R - Rendition
This is where everything comes together. Where you take all the work from Reposition, Analyse, Knowledge Synthesis, and Extract, and turn it into an approach so precise that prospects feel like you've been reading their mail.
Traditional consultative selling works like this. "I'd love to learn about your challenges." "Can we schedule a discovery call?" "Tell me about your goals for this year."
The problem: you're asking them to educate you before you've provided any value. High friction. Low conversion. They're busy. You're asking them to do work. Most people just ignore you.
Why RAKER Works When Everything Else Sounds the Same
The traditional approach follows a predictable path. Send outreach. Schedule discovery call. Create proposal. Negotiate. Kick off project. Finally, maybe, deliver value.
Time to value: four to eight weeks. Conversion rate: 2% ( if you're lucky).
The RAKER approach follows a completely different path. Reposition so you're credible. Analyse deeper than anyone else. Synthesize knowledge they don't have. Extract the tension they feel but can't name. Render a solution so clear they can't ignore it.
Time to value: first email. Conversion rate: Possibly 10 to 20% if you've pre-qualified and pre-solved.
Now go RAKE.
Use your favourite research to gather intel on your target company… or try app.clientraker.com
Use the provided Claude project to extract and render a great, hyper-personalized strategy.
Let me know your successes!
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