Hi @Jeff Breunsbach
I believe deal review committee's are an extremely valid tool in the right circumstances and with the right goal in mind. Speaking from experience, being part of a young tech business post series a, growing at 2.5x and overnight increasing customer acquisition from 5-10 pcm to close to 100. Our processes and procedures were understandably strained. We had a clear Idea of an ICP but with such demand for our product and services it meant that our sales dept were in a position where business would need to be turned away... personally not met a sales person to turn down a deal yet.That did result in a flood of new customers that wanted our product but had nuances to their requirements, requirements which we were unable to meet without the introduction of manual processes. From a CS perspective its difficult to control - square pegs and round holes spring to mind with manual processes going wrong. Retention was a challenge as was reputation damage. As a result we introduced a process quite similar to @Laura LakhwaraOur deal committee brought together a representative from each stakeholder dept for a bi-weekly review of all enterprise tier customers outside of our ICP. It was a great tool for sales and product to understand our service limitations, also prioritise our product roadmap not from a CS perspective but an acquisition.It helped spark a shift in priorities to be far more delivery focus, cast a wider net to product market fit and tie renumeration into the LTV of the customer. I agree with @David Jackson, not because he has an excellent surname - but if your processes are mature enough and clear commitment from each department then the concept of a committee is almost redundant. Hindsight is a wonderful thing but it definitely got us through 2017 and dramatically reduced our churn. Cheers Craig