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You have a first call Thursday with a company you hadn’t heard of last week. You’ll read their website, skim their last earnings release, and walk in with a decent sense of what they do — and very little sense of which of your use cases actually matters to them. That second part is the hard one, and it’s what the Account POV is for. It’s an internal document that takes everything Minoa can find about the account and turns it into a first-call hypothesis: here’s what we think is driving them, here’s which of your use cases probably applies, and here’s how confident we are about each. Every claim in it is a guess, deliberately. The goal isn’t to be right before the call — it’s to be specific enough that being wrong teaches you something.
Research needs the account’s website on file. Without it, outside-in research can’t run, and the Account POV has almost nothing to work from.
1

Run the research

Let Minoa read the public record so you don’t have to.
2

Add what research can't reach

Notes, files, and calls the web doesn’t know about.
3

Generate the Account POV

The agent writes while you watch it work.
4

Read the confidence ratings first

They tell you what to test, not what to believe.
5

Take the question checklist into the call

This is the part you actually use.
6

Correct it afterwards

A tested hypothesis is the start of a business case.

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Step 1: Run the research

The Account Overview kicks off on its own when you create a business case, and you can trigger it yourself with Run Research. Either way, Minoa reads the public record and comes back with a structured brief. Out of the box you get four sections:
  • T.L.D.R. — the company in bullets: products, customers, business model
  • How They Make Money — where revenue actually comes from
  • Business Initiatives — strategic projects, investments, and partnerships drawn from filings and news
  • Company Overview — the longer version, industry included
Three more always run alongside them: Company Location, Financial Profile, and Recent News. The research is grounded in web search and, for public companies, the most recent 10-K filed with the SEC. Findings carry their sources, so when someone asks where a number came from, you can point at it. Deal Context covers the panel in full.
Got a question the default sections won’t answer? Click Add Section at the bottom of the Account Overview. “What compliance certifications do they hold?” and “What roles are they hiring in operations?” tend to earn their keep. If your whole team keeps asking the same one, an admin can add it to the default set under Value Intelligence → Research so it runs on every account from then on.

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Step 2: Add what research can’t reach

Public research gets you the company. It won’t get you the deal. If there’s anything else — an intro email from a mutual contact, notes from a partner, a prior call with a different team at the same account, an RFP — put it in before you generate. Attach files, add a note, connect the call. The Account POV reads all of it, and the difference between a POV built on a website and one built on a website plus a forwarded email from your champion’s boss is not subtle.

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Step 3: Generate the Account POV

Open the deal, go to the Docs tab, and find Account POV under Internal Documents. Click it and the agent starts working in front of you — you’ll see it read the account research, pull your company context, check your use case library, search call transcripts. Then it writes. What lands is an editable document, so anything you disagree with, you change.
Once it’s written, Add references runs a second pass that annotates the document with citations back to the calls and notes behind each claim. Hover a reference to see the speaker, the date, and the quote. Useful when you hand the deal to someone else, and more useful when you’re arguing with yourself about whether you actually heard something or just assumed it.

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Step 4: Read the confidence ratings first

The Account POV won’t read like a research brief, because it isn’t one. It hedges on purpose — “we think”, “it looks like”, “worth checking” — and each use-case hypothesis carries a 🟢, 🟡, or 🔴 rating. Read those ratings before you read anything else.
  • 🟢 — the evidence is there. You can lead with this.
  • 🟡 — plausible, thinly supported. Bring it up and watch their face.
  • 🔴 — a stretch. This is the one worth testing first, because it’s the one where you’ll learn the most either way.
A 🔴 isn’t a mistake to be corrected before the call. It’s the cheapest question you’ll ask all week.
The exact shape of the document varies by deal — the agent writes to what it found, so an account with three calls of history reads differently from one with a website and nothing else.

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Step 5: Take the question checklist into the call

Every Account POV closes with a checklist of things to confirm. That checklist is the actual deliverable. The rest of the document is the reasoning behind it.
Bring two or three, not eleven. A first call where you confirm three hypotheses and genuinely understand why one was wrong beats one where you worked through a list.

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Step 6: Correct it afterwards

Come back after the call and fix what you got wrong. Change the ratings. Delete the hypothesis that turned out to be irrelevant. Add the thing nobody predicted. This is where a prospecting exercise turns into a deal. A corrected POV feeds straight into the value hypothesis and, from there, into the business case — with your use cases already narrowed down and the reasoning already written. The natural next move is to put your best guess in front of the buyer and let them argue with it. Run Deeper Discovery with a Value Hypothesis picks up exactly there.
The Account POV is internal. It’s a set of guesses with your logo on it, and it is not a document to forward. When you want something the buyer can read, use the value hypothesis or a Discovery Summary — both written for their eyes.

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Key takeaways

  • The POV is a hypothesis, not a brief. Its job is to be specific enough that being wrong is informative.
  • Confidence ratings are the reading order. Start at 🔴 — that’s where the learning is.
  • The closing checklist is the deliverable. Bring three questions, not the whole list.
  • Feed it before you run it. Public research knows the company; only you know the deal.
  • Never forward it. Internal document, buyer-facing consequences if you forget.