AI Communication Coach

Negotiate without talking yourself down.

Naomi assesses your calls and shows you the number of times you hedged, over-explained, or lowered your standing.

SOC 2 infrastructure Encrypted end-to-end No meeting bots Never trained on calls

After every call

Coaching, notes, follow-ups, and commitments from every call.

Feedback you can use on your very next call.

The notes you meant to take, already done.

The follow-up, drafted and waiting for you.

A second brain for every commitment.

01Empathy & acknowledgement

Acknowledge the cost before you defend the plan.

— On the call

When the ops lead said the new strategy would double her team's workload, you jumped straight to the ROI slide. She stayed quiet for the rest of the meeting.

↓ Next time

"Name it first: 'You're right, this lands hardest on your team, and I don't want to gloss over that.' Then ask what support would make it workable."

Why it matters

People can't hear the upside until they feel heard. Acknowledging the cost turns a skeptic into a co-owner of the plan.

Before the next call

Open with the ask, then the data.

Lead with the decision, back it with one number, and move the rest to the appendix.

StructuredEmail draft

Copy notes

2027 strategy review — Partner-led growth

Oct 1, 2026 · Daniel Reyes, Elena Marsh, Ana Ortiz, Marcus Lee

Discussed

Elena's three conditions

Payback under 18 months, no new headcount in H1, and one pilot region before any national rollout.

Impact on operations

Ana flagged the partner onboarding load on her team. Daniel to scope partner-side support before launch.

Pilot in the northern region

Agreed in principle. Marcus wants a go/no-go at the November board meeting.

Your to-dos

You committed to these on the call

3 open

Send Elena the revised payback model

By Fri, Oct 9

Draft the ops support plan with Ana

Wed, Oct 7

Book the pilot kickoff with the northern team

Next week

StructuredEmail draft

Copy email✓ Copied

SubjectStrategy review next steps — pilot, payback, ops support

Hi all,

Thanks for the honest pushback today. We aligned on piloting partner-led growth in the northern region first, measured against Elena's three conditions.

Still open:

• Ops support model for Ana's team• Pilot success metric (payback vs. pipeline)

Next steps:

• Daniel: Send the revised payback model (by Fri)• Daniel: Draft the ops support plan with Ana• Marcus: Add the go/no-go to the board agenda

Talk soon,
Daniel

Drafted from the call · edit before sendingReady to send

Empathy & acknowledgement

Acknowledge the cost before you defend the plan.

— On the call

When the ops lead said the strategy would double her team's workload, you jumped straight to the ROI slide.

↓ Next time

"Name it first: 'You're right, this lands hardest on your team.' Then ask what support would make it workable."

Before the next call

Open with the ask, then the data.

Lead with the decision, back it with one number.

StructuredEmail draft

2027 strategy review

Oct 1 · Daniel, Elena, Ana, Marcus

Discussed

Elena's three conditions

Payback under 18 months, no new H1 headcount, one pilot region first.

Impact on operations

Ana flagged the onboarding load on her team.

Northern pilot

Go/no-go at the November board meeting.

Your to-dos2 open

Send Elena the payback model

By Fri, Oct 9

Draft the ops plan with Ana

Wed, Oct 7

StructuredEmail draft

Copy✓ Copied

SubjectStrategy review next steps — pilot, payback, ops

Hi all,

Thanks for the honest pushback today. We aligned on piloting partner-led growth in the northern region first, measured against Elena's three conditions.

Next steps:

• Daniel: Revised payback model (Fri)• Daniel: Ops support plan with Ana• Marcus: Go/no-go on board agenda

Talk soon,
Daniel

Drafted from the call · edit before sending

Use cases

Most of your work happens in conversation. Get better at it.

Executive Presence

Interviews

Give the interview answer they’ll remember.

Executive Presence

Managing up

Get what you need from your manager by managing up.

Executive Presence

Presentations

Give a presentation that holds the room.

Executive Presence

Pitches

Pitch it so they say yes.

Relationship Building

Mentoring

Be the mentor who helps people grow.

Relationship Building

1:1 meetings

Run one-on-one meetings that make your team better.

Relationship Building

Difficult conversations

Have the difficult conversation without losing the relationship.

Relationship Building

Client relationships

Turn every client call into a stronger relationship.

Persuasion & Influence

Sales calls

Make the sales call that earns the next one.

Persuasion & Influence

Discovery calls

Find the real problem on every discovery call.

Persuasion & Influence

Negotiations

Negotiate without talking yourself down.

Persuasion & Influence

Influencing decisions

Influence decisions and win without authority.

Persuasion & Influence

Storytelling

Craft a narrative that wins the room.

Professional Discipline

Effective meetings

Run a meeting that actually reaches a decision.

Professional Discipline

Technical presentations

Make your technical presentation land, without dumbing it down.

Professional Discipline

Cross-functional communication

Get the whole room aligned, even when no one reports to you.

Professional Discipline

Constructive feedback

Give feedback that changes what happens next.

Professional Discipline

Delegation

Get more time back by delegating the right way.

How it works

You negotiate. Naomi handles the rest.

Coaching, notes, the follow-up, and your commitments, waiting for you minutes after you hang up.

In the background

2:00 PM · Call ends

Connect

Nothing joins your call.

Sync Zoom, Granola, or Google Meet, or paste a transcript. No bots, no “recording has started.”

2:01 PM

Analyze

Scored on 15 dimensions.

Not sentiment, not keywords. Every call is assessed against a research-backed model across four skill clusters.

What comes back

2:14 PM

Coach

Your review, texted to you.

The one moment that mattered and the exact words to try next, while the call is still fresh.

2:14 PM

Notes

Decisions and to-dos, captured.

What was decided, what’s still open, and every to-do you agreed to.

2:14 PM

Follow-up

A recap email, drafted for you.

A recap email drafted from the call, with owners and next steps. Edit, copy, done.

Every call after

Remember

People and promises, linked across calls.

People, companies, and commitments, linked across all your calls. Nothing you promised gets lost.

Communication Coaching

What Naomi assesses in your negotiations.

Did you name your number and let it stand, or bury it in reasons until it sounded like an apology?

ClarityStructureEmotional RegulationConciseness

Before they countered, did you hold your offer, or negotiate against yourself?

Questioning QualityObjection HandlingStorytelling & Framing

When they named a hard limit, did you build inside it, or argue to move it?

Next Steps & AccountabilityAdaptabilityFiller LanguageJargon Management

Relationship Building

Did you hear the interest underneath their position, or just trade numbers?

Active ListeningEmpathy & AcknowledgmentInclusive LanguageConversation Balance

15 dimensions scored on every call.

State your number and let it stand on its own.

Executive Presence 449

You said your rate was 15,000, then spent the next minute on the hours, the market, and the value, until it sounded like you were talking yourself down.

Try this on your next call

“My rate for this is 15,000.” One clear reason if they ask for it, and nothing more.

Why it works

Every reason you add after the number is a thread they can pull, and a signal that you are not sure it holds. Name it, give one reason if they ask, and add nothing else. The longer you keep talking after the figure, the more it sounds like an apology for it.

Persuasion & Influence 514

Before they had responded at all, you added “but I have some flexibility on that.” You moved off your own number before they ever pushed on it.

Try this on your next call

Make the offer, and leave it there. If they want movement, they will ask for it.

Why it works

Moving your own number before the other side counters is the most common way people give away margin for free. A slow response usually means they are thinking it over. Hold the number you named and make them counter. You can always come down later, but you can never walk it back up.

Professional Discipline 576

They told you the launch date could not move, and you spent the next few minutes making the case for more time anyway.

Try this on your next call

“Understood, the date is fixed. Let’s work back from it. What has to be true to hit it?”

Why it works

The fixed date, the capped budget, the term they cannot change are the shape of the deal, and arguing with them just makes you opponents. Accept the constraint out loud and the conversation moves from whether to how, which is usually where the real trade is waiting.

Your overall score

76+6 vs benchmark

Last 30 days · 18 assessed calls

7d30d90dAll

YouSenior-AE benchmark

Question depth+9

Discovery quality+6

Executive presence+4

Empathy+2

Pacing−1

Confirming next steps−9

Longitudinal intelligence

Watch your negotiations get stronger, deal after deal.

Naomi tracks how you hold your position across every negotiation: whether you named your number and let it stand, held it until they countered, and built inside the constraints they gave you. You see the trend, not one call, so you know which habit is costing you margin.

Built for every role

Built for everyone who negotiates on a call.

Coaching moments

The moment that mattered, and what to say next time.

ExampleCaught

You spent four minutes on the product before saying why now.

Try

“Let me start with why now. The market shifted last year.”

ExampleCaught

You asked three yes/no questions in a row, and the buyer never told you what’s broken.

Try

“Walk me through the last time this went wrong. What happened?”

ExampleCaught

They raised workload twice. Both times, you moved to the next agenda item.

Try

“You’ve mentioned workload twice. Let’s stay on that before we move on.”

ExampleCaught

You spent four minutes on the product before saying why now.

Try

“Let me start with why now. The market shifted last year.”

ExampleCaught

You asked three yes/no questions in a row, and the buyer never told you what’s broken.

Try

“Walk me through the last time this went wrong. What happened?”

ExampleCaught

They raised workload twice. Both times, you moved to the next agenda item.

Try

“You’ve mentioned workload twice. Let’s stay on that before we move on.”

ExampleCaught

The number that mattered came eleven minutes in, after the full timeline.

Try

“Bottom line first: we’re behind on Q3, and here’s the plan to recover.”

ExampleCaught

They said “that’s more than we budgeted.” You dropped the price before asking what the budget covered.

Try

“Help me understand what the budget was built around.”

ExampleCaught

You opened your proposal with “I might be wrong, but maybe…” and the hedge undercut a strong idea.

Try

“I’d recommend we test this with one team first.”

ExampleCaught

The number that mattered came eleven minutes in, after the full timeline.

Try

“Bottom line first: we’re behind on Q3, and here’s the plan to recover.”

ExampleCaught

They said “that’s more than we budgeted.” You dropped the price before asking what the budget covered.

Try

“Help me understand what the budget was built around.”

ExampleCaught

You opened your proposal with “I might be wrong, but maybe…” and the hedge undercut a strong idea.

Try

“I’d recommend we test this with one team first.”

ExampleCaught

You did most of the talking. Their one real complaint got thirty seconds.

Try

“Before I go further, what would make this worth it for you?”

ExampleCaught

When the CFO pushed back, your answers got longer and faster.

Try

“Fair challenge. Let me answer it with a single number.”

ExampleCaught

The call ended on “let’s circle back.” No owner, no date.

Try

“Can we hold 20 minutes Thursday to walk your team through the proposal?”

ExampleCaught

You did most of the talking. Their one real complaint got thirty seconds.

Try

“Before I go further, what would make this worth it for you?”

ExampleCaught

When the CFO pushed back, your answers got longer and faster.

Try

“Fair challenge. Let me answer it with a single number.”

ExampleCaught

The call ended on “let’s circle back.” No owner, no date.

Try

“Can we hold 20 minutes Thursday to walk your team through the proposal?”

Negotiation questions, answered.

What makes someone good at negotiation?

Holding your number without over-explaining it, not conceding before the other side counters, and building inside real constraints instead of fighting them. These are communication habits, not tricks or hardball. Naomi scores your actual negotiation calls on exactly these habits and hands you one specific thing to do better next time.

How do I get better at negotiating?

Practice, plus honest feedback on how you actually came across. The hard part is not the strategy; it is noticing the moment you talked past your own number or gave a concession no one asked for. Naomi reviews your recorded negotiations and flags those tells, so a vague goal like “be a stronger negotiator” becomes a specific, repeatable change.

What is the biggest mistake people make in a negotiation?

Talking after the number. You name a figure, then keep justifying it until it sounds negotiable, or you move off it before the other side has said a word. Both give away ground for nothing. Naomi catches where you over-explained an offer or negotiated against yourself.

How do you negotiate without being aggressive?

You do not need to be aggressive; you need to be economical. State your number clearly, give one reason if asked, and let it stand. Composure and brevity hold a position better than pressure does. Naomi measures whether you stayed clear and steady or started to hedge when it got tense.

Does this work for salary negotiations?

Yes, for the parts that happen on a call. If you talk through an offer live, the same habits apply: name your number, do not talk yourself down, and hold it until they respond. Naomi coaches the recorded conversation, not the email thread, so it helps most when the negotiation is actually spoken.

How is Naomi different from a negotiation course or book?

A course teaches you frameworks in the abstract. Naomi coaches the negotiation you actually had: it analyzes your real call, shows you where your position slipped, and gives you one concrete change for next time. It is the feedback loop that a book cannot be, deal after deal.

Your next negotiation could be the one you hold.

Join the waitlist and turn every negotiation into coaching.