Points of Leverage — by Dan Lynn
By Dan Lynn
At some point, every company ends up in a room that really matters — a funding round, a strategic partnership, an acquisition. And here's the thing most people miss: the leverage you have in that room isn't created that day. It's built in the months and years before you ever sit down.
So with my own companies — and now with every company I advise — I run a simple exercise. I say: picture that critical meeting, 24 to 36 months from now. When we're sitting at that table, what are the ten things we'll need to be able to say to have maximum leverage?
Not vague hopes — concrete, provable statements. "We have this many customers." "We're growing this fast." "We own this part of the market." "We have technology no one else has." "We have these partnerships locked up." The ten things that make the other side want us and know they need us.
Once you've named those ten points of leverage, you have something powerful: a roadmap. They stop being wishes and become targets. Then you build, deliberately, toward being able to say every one of them — truthfully — when it counts.
Leverage isn't found in the meeting. It's manufactured in the years before it. Decide what you'll need to say, then go make it true.
Questions this Key Learning answers
How do I prepare years ahead for a major company negotiation?
The author recommends picturing the critical meeting 24 to 36 months away and identifying ten concrete statements the company will need to make. These might cover customers, growth, market position, technology, or partnerships. Those claims then become a roadmap: build deliberately until each one can be stated truthfully and supported with evidence.
What actually gives a company leverage in an acquisition or funding round?
Dan Lynn argues that leverage comes from proof built before the meeting, not from what happens inside it. Durable revenue, differentiated technology, committed partners, and other provable advantages make a company desirable. Our analysis adds that credible alternatives matter too, because they make walking away from an unfavorable deal more believable.
How can vague business goals become concrete targets?
The author’s exercise starts by replacing broad hopes with ten specific claims the company wants to make in a future high-stakes meeting. Each claim should be observable and provable, such as reaching a customer total or securing partnerships. Working backward reveals what requires years of effort and turns desired leverage into targets the company can deliberately build toward.