Using Foresight signals

Foresights are Enki's strategic theses about what your buyers are dealing with right now. Each one is a hypothesis you can act on: a pain to address, a window to hit, and a way in. This guide is for AEs who already have a few Foresights in their queue and want a repeatable way to work them.

What a Foresight gives you

Each Foresight bundles a thesis about a buyer's pain together with the evidence that backs it, a pain lifecycle stage, a confidence level, a timing window, and a pursuit playbook. The Features section on Foresight is the canonical reference for the full anatomy; the short version is: it is everything you need to decide whether to act, when to act, and what to say. See the Foresight feature overview for the full structure.

A weekly triage rhythm

Treat the Foresight dashboard like a queue, not a feed. A practical cadence for an active territory is a 20-minute review at the start of each week and a 5-minute scan mid-week.

When you open the dashboard, use the filters at the top to narrow by account, pain lifecycle stage, urgency, and status. Two sorts of triage work well: by stage (acute and crisis first, because the window is closing) and by account (so you can batch outreach on your top targets).

For each Foresight, take one of three actions: act on it now, schedule a touch for later, or dismiss it. Do not let signals sit in the queue without a decision. If you don't act and don't dismiss, you lose the discipline that makes the signals valuable in the first place.

Acting on the pain lifecycle

For the per-stage definitions of the pain lifecycle (latent, emerging, forming, acute, crisis), see the Features section on Foresight; here we focus on how to act on each.

Latent and emerging signals are early. The buyer probably hasn't named the problem yet. Your job is to educate and plant a frame, not to pitch. A short insight email or a single LinkedIn message that names what you're seeing in the market is enough. Don't burn a meeting ask here.

Forming signals are the sweet spot for discovery. The buyer is starting to articulate the problem internally but has not picked a vendor. Ask for a meeting and lead with the diagnostic frame from the playbook's narrative framework. This is where most pipeline gets created.

Acute and crisis signals are urgent and competitive. The buyer is actively shopping or about to. Use the timing window from the Foresight to pace your outreach, get to the economic buyer fast, and lead with proof, not education. Expect competition to be in the room.

Acting on each Foresight

Open a Foresight to see the full thesis, supporting evidence with source links, the pursuit playbook, and the confidence panel. The playbook gives you a stakeholder map, a narrative framework, trigger events, an engagement timeline, and competitive positioning. Use them as a starting draft, not a script.

A repeatable pattern: read the thesis, skim two pieces of evidence to make sure you believe it, then pick one or two trigger events and one win theme to anchor your first touch. The stakeholder map tells you who to copy or who to ask your champion to forward to.

When a Foresight clearly belongs in your pipeline, convert it directly into an opportunity from the Foresight detail page. That carries the thesis, stakeholders, and playbook context across so you don't lose context when you start working the deal.

When to dismiss versus dig deeper

Dismiss a Foresight when the confidence is low and the supporting evidence doesn't survive a quick sanity check, when the timing window has clearly passed, or when you have first-hand information that contradicts the thesis (you just talked to the buyer, you know they signed with a competitor, the role you needed to reach left the company).

Dig deeper when the evidence holds up but the confidence is only medium. The most common case is a Foresight that named the right pain but pointed at the wrong stakeholder. Use the stakeholder map and your own contact research to find a better entry point, then act.

Avoid two failure modes. The first is rejecting every medium-confidence Foresight because it isn't a sure thing — you'll only ever act on what you already knew. The second is treating every Foresight as gospel — you'll burn outreach credits and your own credibility on theses that don't hold up. Confidence and evidence are there to help you tune that judgement.

A note for sales leaders

Foresight is a measurable input to pipeline. Track the conversion rate from Foresight to opportunity at the rep level and at the team level. A healthy rate suggests reps are triaging the signal well; a zero rate suggests they aren't reading them.