Selling to the C-Suite: 6 Appointment-Setting Secrets to Get Meetings with C-Level Managers in 2025

Key Takeaways

• Understand what C-level means in business and how to engage the right members of a company’s C-suite.
• Selling to the C-suite requires strategic, insight-driven outreach tailored to C-suite titles and business priorities.
• Personalization and preparation are non-negotiable for successful c-suite lead generation in 2025.
• Multi-channel outreach significantly improves engagement when targeting any c-level manager.
• Referrals and social proof remain top-performing tactics for earning trust with C-suite decision-makers.
• Persistence, professional follow-ups, and value-first messaging are key to booking executive-level meetings.
• Martal Group offers industry-leading outsourced lead generation services specialized in selling to the C-suite.

Introduction

Landing a meeting with a CEO or any c-level manager can feel like trying to score face time with a celebrity. These top executives are extremely busy, heavily guarded, and inundated with sales pitches daily. In fact, one sales expert revealed a sobering truth: 90% of salespeople fail when selling to the C-Suite, with most executives “writing them off” as a waste of time within the first five minutes​(5). Yet selling to the C-Suite remains the holy grail for B2B companies – especially in tech, SaaS, AI, cybersecurity, and other competitive industries where a single high-level deal can catapult growth. So how do you crack the code and actually get meetings with C-level managers?

Before diving into the how, let’s clarify what we mean by “C-suite.” What does C-level mean in business? Simply put, it’s shorthand for a company’s highest-ranking executives – the members of a company’s C-suite (the C-suite titles include Chief Executive Officer, Chief Financial Officer, Chief Technology Officer, etc.). These are the folks with the final say on strategic decisions and budgets. If you’re targeting them, you’re engaging in a form of c-suite lead generation – developing business leads and opportunities at the executive level. And while the stakes are high, the payoff can be huge.

In this guide, we’ll share 6 appointment-setting secrets for selling to the C-suite that will help you land those elusive meetings in 2025. Each “secret” is a proven best practice – a strategy used by the top 10% of sellers who consistently break through to CEOs and other members of a company’s C-suite. You’ll learn how to stand out from the noise, win the trust of gatekeepers, and convince busy executives to give you a slice of their schedule. Ready to start booking meetings with the C-suite? Let’s jump in.

1. Selling to the C-Suite Starts with Thorough Research and Preparation

The first secret to selling to the C-suite is simple: do your homework. Nothing will kill your chances of securing a meeting faster than coming off as uninformed or generic. Top executives expect anyone seeking their time to know their business and industry cold. Yet a whopping 82% of decision-makers say most reps don’t meet this bar​(1). In other words, failing to prepare is preparing to fail – and C-level prospects can tell within minutes.

Start by identifying the right executive(s) to approach. Larger organizations have multiple C-suite titles, each with different responsibilities. Make sure you pinpoint who owns the problem your product solves. For example, pitching a cybersecurity solution? The Chief Information Security Officer (CISO) or CTO might be your target, not the CEO. Offering a sales automation tool? The CRO or VP of Sales could be the better fit. Choosing the right c-level manager ensures your message lands with someone who actually cares about the topic.

Next, research that executive and their company intensively. Aim to understand their strategic priorities, challenges, and recent initiatives. Sources abound: annual reports and earnings calls, press releases, interviews, LinkedIn posts, industry news, and more. If you sell to a public company, skim the CEO’s shareholder letters or the CFO’s remarks for clues on goals and pain points. If it’s a scale-up tech firm, read their blog or case studies to see what they’re proud of. Look for trigger events – e.g. a recent funding round, a major product launch, a leadership change – which might create a timely need you can address.

As you gather intel, focus on what matters most to that executive. Each member of the C-suite has a unique lens: a CFO worries about financial efficiency and ROI, a CTO prioritizes innovation and tech integration, a CMO cares about customer acquisition and brand. Tailor your approach to those concerns. Put yourself in their shoes: what business problem keeps them up at night? Where could they use outside help? By aligning your solution to their top priorities, you immediately differentiate yourself from the generic sellers.

Finally, condense your research into actionable insight. Boldly highlight one or two findings that you can use in your outreach. For instance, you might discover the CEO publicly said “customer retention is our #1 focus this year.” That’s your hook – you could open your call or email by referencing that goal and hinting at how you can help achieve it. This level of preparation shows respect for the executive’s time. It says “I’ve done my homework on your company, and I have something relevant for you.”

In short, meticulous preparation is the foundation of C-suite appointment setting. The best salespeople come to the table as quasi-consultants, already familiar with the exec’s world. This not only boosts your confidence, but also earns you credibility. Remember, if you appear at all uninformed or irrelevant, a senior executive will have no patience – you may not get a second chance. Do the legwork upfront so you can approach with insight, not ignorance.

2. Personalize Every Outreach When Selling to the C-Suite

The era of blasting out template pitches is over – especially if you’re aiming for the C-suite. Busy executives don’t respond to generic sales outreach. To grab a top decision-maker’s attention, you must personalize your communication every single time. In fact, a study found 80% of buyers are more likely to engage when they feel a message is tailored to them​(2). It’s even more critical with C-level prospects, who can sniff out a mass email from a mile away. If your email looks like a copy-paste job you sent to 50 other CEOs, consider your chance at a meeting zero.

Personalization goes hand-in-hand with the research you did in Secret #1. Use the intel you gathered to craft outreach that speaks directly to the individual executive. This starts with referencing specifics: mention a recent company development, quote something the executive said in an interview, or allude to an industry trend that affects them. For example: “Hi Jane, I saw in your latest shareholder letter that customer experience is a top priority for ACME Corp this year – particularly reducing churn. As a CXO myself, I know how critical that is. We recently helped another SaaS firm cut churn by 25%, and I believe we can do something similar for you…”. A message like this signals that you’ve taken the time to understand Jane’s context, which immediately differentiates you from the generic “we help companies like yours increase revenue” fluff.

Beyond just what you say, consider how you deliver your message. The C-suite is composed of individuals – with personal preferences, styles, even quirks. If you can learn a bit about their communication style, incorporate that. Do they write in short, no-nonsense sentences on LinkedIn? Mirror that brevity in your email. Do they seem enthusiastic about data and numbers? Include a compelling statistic or ROI figure that might catch their eye. Essentially, match your tone and content to what resonates with that person. This shows you “get” them.

It’s also wise to personalize the value proposition for the specific C-suite role. Remember, each c-level manager views your offering through a different lens. Let’s say you offer an AI-driven analytics platform: if you’re writing to a CFO, emphasize financial outcomes (e.g. cost savings, revenue growth opportunities spotted by AI). If it’s the CTO, emphasize technical efficiency and innovation (e.g. how your AI integrates seamlessly or reduces manual data crunching). For a COO, focus on operational impact (e.g. streamlining processes). One size does not fit all at the executive level. Align your value to what that particular leader values.

Here are a few practical ways to personalize your outreach when selling to the C-suite:

• Use their name and correct title in communications. It sounds basic, but double-check spelling and whether they go by a short name (e.g. “Bill” vs William). Nothing is more impersonal than getting the name wrong.
• Reference a mutual connection or commonality. If someone in your network knows them, ask for an introduction or at least mention that common contact (with permission). Or note a shared alumni, group, or even hobby if appropriate (“As a fellow marathon runner, I loved your post about endurance in business.”). Genuine common ground builds rapport.
• Cite their company’s recent news. Begin your call/email with something like “Congratulations on the product launch last week…” or “I noticed your company just expanded into Europe…”. This immediately shows it’s not a mass message and piques interest as you’ve tied-in something timely for them.
• Tailor your case studies or examples. If you have a success story, choose one from the same industry or addressing a similar challenge that this executive faces. For instance, to a CISO you might highlight how you worked with another cybersecurity leader to improve threat response time, whereas to a CMO you’d choose a marketing-related win.
• A/B test personal touches. When reaching multiple C-level folks, experiment with different personalized hooks. Maybe one email references a quote they gave, another starts with an insight about their industry. See which approach garners more replies and refine your future outreach accordingly.

Bold personalization is your friend. It shows respect and effort. Importantly, it signals that any meeting with you will likewise be worth their while because you won’t waste time on basics – you’re already diving into meaningful discussion. As one SDR manager succinctly put it: “Personalization at scale is hard, but not as hard as getting a C-suite reply without it.” The extra work you put into customization can double your meeting booking rate​(2), because a busy executive is far more likely to respond when the outreach feels relevant and bespoke.

In summary: Always customize your approach for the executive you’re targeting. Treat them as the unique individual they are, not just another name on a list. It’s the difference between being ignored and getting “Sure, I’ll hear you out – how’s next Thursday at 10am?” in response.

3. Leverage Referrals and Social Proof in Selling to the C-Suite

When it comes to scoring meetings with high-level executives, who you know (or who knows you) can be just as important as what you say. C-level leaders are far more receptive to someone who comes recommended or endorsed by a trusted peer. In fact, a Harvard Business Review study found that 84% of B2B sales begin with a referral​(3). That’s an astounding figure – and it underscores this secret: whenever possible, use referrals, introductions, and social proof to get your foot in the door of the C-suite.

Why are referrals so powerful for selling to the C-suite? Put yourself in an executive’s position. Would you rather take a cold call from a stranger, or a call from someone that your colleague vouches for? The latter carries immediate credibility. Senior leaders rely heavily on their network and inner circle to filter opportunities. If a fellow CEO or a board member or even a respected employee says, “Hey, you should talk to this vendor – they delivered great results for us,” that meeting is as good as booked. It’s no surprise that a referred prospect is 4X more likely to buy and has a 16% higher lifetime value on average​(7). The trust is pre-built.

So, how can you operationalize referrals to get C-suite meetings?

Tap into your existing customers and network: The fastest way to a new executive is often through an executive you already know. Look at your happy clients or contacts – is there someone who can introduce you upward or laterally? For example, if you have a strong relationship with a VP or director in a company, ask them if they’d be comfortable introducing you to their CEO or another member of the C-suite who would benefit from your solution. If you’ve delivered value, many will gladly open that door. Likewise, leverage your investors, advisors, and colleagues’ networks. A warm email like “John, I’d like to introduce you to Sarah; she’s been doing impressive work for us in [area]” is gold. Even a friendly mention on a call – “I was speaking with Jane from XYZ Co. (one of your partners) and she suggested I reach out to you directly” – can raise your odds of a response dramatically.

Ask for referrals at the right time: Timing matters. The best time to request a referral is right after you’ve delivered value or achieved a success for someone. That’s when goodwill and confidence in you is highest. For instance, after you just helped a client hit a milestone or wrapped a successful project, say: “I’m so glad we achieved [X result] together. I’m on a mission to help more companies like yours at the executive level. Do you know any other tech CEOs or CFOs who might be facing similar challenges? I’d love an introduction if you’re comfortable.” Satisfied customers often have no issue singing your praises to their peers – but you must ask. Make it easy for them: you can even draft a short intro blurb they can forward, to lower the effort on their part.

Leverage LinkedIn and social proximity: Sometimes you won’t have a direct connection, but you might find a second-degree connection on LinkedIn. Use the platform to see how you’re connected to the target executive. If you share a mutual connection, you can request an intro through LinkedIn’s message or an email. If not, you might still use social proof: for example, if you see that the prospect is part of a specific LinkedIn group or association (say, “CIO Forum”), mention your common membership in your outreach. Even engaging with their posts (thoughtfully, not stalker-like) can warm them up over time, so that your name is recognized when you do reach out.

Bring up relevant client names and results: Social proof isn’t only about direct referrals. It also includes referencing credible names that the C-level prospect will recognize and respect. If you have other C-suite clients or well-known companies in your roster, don’t keep it a secret. Executives are more likely to meet if they know you’ve worked with peers or industry leaders. For example: “We’ve recently partnered with FinTech Corp’s CFO on a similar initiative…” or “Our solution is used by teams at Google and IBM” (if true) instantly elevates your standing. Just be sure you’re allowed to share those names and do it tactfully, without coming off as bragging. The key is to imply: “Others you respect have trusted us – maybe you should too.” It helps reduce the perceived risk of giving you time.

Offer to reciprocate value to the referrer: When someone does refer you, treat it like the precious gift it is. Thank them sincerely and, if appropriate, find ways to reciprocate. Maybe you can introduce them to someone in your network or send a small thank-you gift. Maintaining a circle of mutually beneficial relationships will keep the referrals flowing. Also, update the referrer on your progress with the intro – it shows professionalism and might prompt them to refer you again if things go well.

Using referrals and references is about borrowing trust from others to supplement your own credibility. Especially in c-suite lead generation, trust is the currency that buys you time on an executive’s calendar. The more you can demonstrate “people you know, know me and rate me highly,” the more an executive’s skepticism melts away.

Remember, cold outreach is called cold for a reason. A referral makes it warm. And a warm approach to a C-level contact can bypass weeks of ignored emails and dodged calls. In the best cases, the executive might proactively seek you out after hearing about you from a peer (the dream scenario!).

In summary, don’t go it alone. Leverage the power of your network and your successes to open C-suite doors. Every introduction or positive mention is like a key that can unlock a meeting that would otherwise be unreachable. As the stats show, the vast majority of big deals trace back to some form of referral – so cultivate those paths wherever you can.

4. Adopt a Multi-Channel Outreach Strategy for Selling to the C-Suite

If you’ve been relying on just one method (say, cold emails) to reach C-level execs, it’s time to expand your playbook. Multi-channel outreach is no longer optional – it’s essential for breaking through to busy decision-makers in 2025. Top executives are bombarded on all fronts: overflowing email inboxes, constant meeting invites, LinkedIn messages, phone calls, event invites, you name it. To maximize your chances of connecting, you need to orchestrate a presence across multiple channels – in a coordinated, respectful way. The payoff? Far higher engagement. Research shows a multi-channel strategy can yield nearly 3X the engagement of single-channel outreach​(2).

Why is multi-channel so effective for selling to the C-suite? Different executives have different communication preferences. One CEO might live on email, another hardly ever reads cold emails but will pick up her phone, and another might be very active on LinkedIn but never answers unknown calls. If you limit yourself to one channel, you might be missing them entirely on their preferred medium. Casting a wider net (thoughtfully) ensures you meet them where they are most comfortable. Moreover, repetition across channels (without being spammy) builds familiarity. By the third or fourth touch – perhaps an email, plus a LinkedIn message, plus a voicemail – the executive starts recognizing your name. Familiarity can breed curiosity, which can lead to a response.

Here’s how to implement multi-channel outreach strategies for C-level appointments:

• Mix Email, LinkedIn, and Phone (at minimum): These are the big three in B2B sales outreach. Begin with a well-researched email since it’s a low-friction way for an exec to read your pitch on their own time. Follow it up a few days later with a LinkedIn connection request or message, referencing the email (“Hi, I reached out via email last week about [X]…”). LinkedIn is a more personal, less formal space – and about 84% of C-level executives use social media to make purchasing decisions​(5), so they’re paying attention there. After that, consider a phone call. Yes, picking up the phone can be nerve-wracking, but 57% of C-suite buyers prefer to be contacted by phone over other channels​(6). If you reach their assistant or voicemail, leave a brief, professional message that mentions you’ve emailed and will try again. The goal is to create a surround sound effect – your message is politely popping up in multiple places.
• Incorporate Other Channels as Appropriate: Depending on the exec and context, other channels can supplement the core trio. For example, text messaging can be powerful if you’ve obtained their business cell and it’s customary in their industry. Keep texts ultra-brief and professional, and perhaps use it only after you’ve established some rapport (texting on a first touch can be too invasive for some). Physical mail or packages are a forgotten art that can differentiate – a handwritten note or a small book/gift sent to their office can make a memorable impression (just ensure it’s tasteful and relevant, not a gimmick). If the executive is active in industry events or webinars, try to attend the same events and engage there (“I enjoyed your panel at XYZ Summit…” can be a great conversation-starter). Even WhatsApp or Twitter DMs might be channels if the exec indicates those preferences, but tread carefully and professionally.
• Coordinate your cadence: Multi-channel doesn’t mean bombarding them on all channels at once in a single day – that would feel like a blitz attack. Instead, create a cadence where touches are spread out but reinforcing each other. For example: Day 1 email, Day 4 LinkedIn message, Day 7 phone call, Day 10 a follow-up email or voicemail referencing you tried reaching them. Over a 2-3 week period, you might have 5-7 touchpoints across 2-3 channels. Vary the times of day as well; your 8 AM email might get buried, but a LinkedIn message in the evening might catch them during a scroll. Persistence is key – remember that 80% of sales require at least five follow-ups​ (4)(more on persistence in the next secret). By spreading those follow-ups across channels, you avoid seeming too pushy on one medium while still staying on their radar.
• Be consistent in messaging, but adjust format to channel: Keep your core value proposition consistent, but tailor the format to fit the channel. Your email might be a three-paragraph note with details; your LinkedIn message should be shorter and more casual in tone; your phone pitch might focus on a quick elevator pitch and a question or two. The executive should get a coherent story about who you are and why you’re reaching out, without each touch feeling copy-pasted. Repetition is okay – they might see one message and miss another – but don’t literally send the exact same text via email and LinkedIn. That feels robotic. Instead, repurpose: for instance, in mail you might list 3 bullet points of value, while on a call you speak to the top 1 point.
• Leverage technology but keep the human touch: There are tools that help sequence multi-channel outreach (email + LinkedIn + call reminders) – use them to stay organized. But avoid fully automating LinkedIn or text messages in a way that appears spammy. Execs can tell if a LinkedIn outreach is obviously automated and generic. Always personalize as we discussed, especially on more personal channels like LinkedIn and phone. The multi-channel secret works best when each touch feels like a thoughtful attempt to engage, not a bombardment of canned messages.

By expanding to a multi-channel approach, you increase the likelihood of actually reaching your elusive target. You also demonstrate perseverance and professionalism. An executive might ignore the first couple attempts, but by the third or fourth on a new channel, they might think, “This person really is trying to reach me in a considerate way – maybe I should give them 15 minutes.” Many deals have been won simply because the seller was the only one to follow up multiple times on multiple channels while competitors gave up. As long as you are respectful and not overly aggressive, your persistence across channels sends a signal that you’re serious about helping them.

One more benefit: multi-channel outreach gives you data on what the exec responds to. Maybe you never get an email back, but they reply on LinkedIn – now you know their preferred channel. Or you finally catch them on a phone call and learn they saw your messages. This intelligence can guide your future interactions (e.g., if they answer your call at 5:30 PM, that might be a good time frame for them).

In conclusion, don’t put all your eggs in one outreach basket. The modern C-suite inbox is a crowded place; by branching out to LinkedIn, phone, and more, you increase your odds dramatically. Strategic omnichannel persistence is often the only way to break through a C-level executive’s busy world. As the saying goes in sales, “be everywhere” your prospect is (within reason) – eventually, they’ll notice and engage.

5. Be Professionally Persistent (Follow-Up is Critical when Selling to the C-Suite)

If there’s one trait that separates those who get meetings with the C-suite from those who don’t, it’s persistence. A common mistake salespeople make is giving up too soon. You might craft one brilliant email to a CEO, hear nothing, and conclude they’re not interested. But the reality is, executives are insanely busy and almost expect multiple touches before committing attention. The stat above bears repeating: the vast majority of sales (80%) only happen after five or more follow-ups​(4). Yet many reps stop after just one or two tries, which basically hands the win to more persistent competitors. To succeed in selling to the C-suite, you must follow up persistently and professionally.

Persistence means you continue to reach out periodically, but professional persistence means you do it politely, with value each time, and without crossing into annoyance. It’s a fine line to walk, but absolutely doable with the right mindset and tactics:

• Don’t interpret silence as rejection (at least not immediately): C-level managers might ignore your first few attempts simply because other fires are burning. It’s usually not personal. Until you get a clear “no,” assume “not yet” and plan your next touch. One CEO might deliberately test vendors to see who really wants their business by not replying until the 4th email. Another might have intended to respond but your message got buried. Politely persisting signals your genuine interest and ensures you’re top of mind when they are ready to engage.
• Follow a schedule and stick to it: Map out a follow-up schedule for each prospect so you’re not relying on memory or whim. For example: if you sent initial outreach on Day 1, schedule follow-ups on ~Day 4, Day 8, Day 14, Day 21, etc. Spacing them out every few business days gives enough breathing room but keeps momentum. Use calendar reminders or a CRM tool to track this. Consistency is key – many deals are lost simply because the rep failed to follow up in a timely manner. By systematizing it, you won’t drop the ball.
• Keep adding value or new context in follow-ups: Avoid sending the exact same “just checking in” message over and over. Each follow-up should have a purpose and ideally add a nugget of value or new information. For instance, in your second email you might share a relevant industry insight or a link to an article/case study that addresses a challenge they face. In a voicemail follow-up, you might mention a quick success story or result (“Wanted to share that we recently helped another client increase X by 30% – I believe something similar could benefit you.”). In another follow-up, you could pose a thoughtful question you’d like to discuss. Show that you’re not just pestering; you’re persistently trying to help them. This way, even if they aren’t responding, they might be reading and appreciating the content of your messages. You’re building credibility with each touch.
• Vary your follow-up approach and timing: This ties into the multi-channel strategy from Secret #4. Persistence isn’t just about frequency, but also technique. If two emails went unanswered, try a phone call for the next follow-up, or a LinkedIn message. Sometimes a change in medium elicits a response (“Oh, I meant to get back to you – thanks for the LinkedIn note.”). Also, try reaching out at different times – an early morning email versus an after-dinner email – you might catch them during a quiet moment. Some salespeople have success with a break in persistence too: e.g., after a series of attempts, pause for a couple of weeks and then send a “breakup email” that politely acknowledges you don’t want to bother them but are still interested in helping. Ironically, those can prompt replies, even if just to say “let’s talk next quarter,” which is still progress.
• Know when to gracefully back off: Professional persistence also means recognizing if and when an executive truly isn’t interested, so you don’t burn a bridge. If you’ve made, say, 6-7 attempts over 4-6 weeks with zero engagement, it might be time to step back. You could send a final note along the lines of: “I understand now may not be the right time. I don’t want to inundate you, so I’ll pause here. If I come across something that I genuinely think will be valuable to you in the future, I may reach out again. Otherwise, feel free to contact me anytime if your priorities change. Thank you for your time.” This kind of graceful exit can leave a positive impression – you showed persistence but also respect for their lack of response. And it’s surprising how often a “final” email like this triggers a reply, either scheduling the meeting or at least providing feedback (“Thanks, we’re not looking at this right now, but try me again in Q2.”). Always depart on good terms; you can circle back in a few months to try again, referencing that prior exchange.

The main point: persistence pays. A C-level meeting is rarely won on the first ask. By following up diligently, you demonstrate your reliability and determination. You’re indirectly communicating, “I believe in the value I can offer you, and I’m not going to give up easily.” Executives often respect this tenacity – as long as you’re polite – because it mirrors the persistence required to run a business. They had to be persistent to get to the C-suite; they won’t fault you for showing some grit too.

One thing to manage is your own mindset. Rejection (or silence) can be discouraging, but don’t take it personally. Set your process and trust it. Celebrate small wins, like a reply that isn’t a outright “no”, or even a polite brush-off (at least you got feedback!). Those are steps closer than no response at all. Keep your pipeline full so that you’re not hyper-focusing on one big fish – that makes it easier to be calmly persistent rather than desperate.

To illustrate the power of persistence: there are countless stories of sales development reps who only got a “yes” on try number 7 or 8. Perhaps they called at just the right moment when the CEO had a brief break, or their last email subject line finally resonated. You never know which touch will make the difference. By committing to a persistent follow-up strategy, you dramatically increase the odds that when the prospect is ready or interested, you’ll be the one they talk to (because you’re still there, and others gave up).

In summary, be politely relentless. Don’t let one ignored message kill your effort. C-level leaders actually appreciate persistent sellers – it shows you have the hustle to earn their business. Couple that persistence with professionalism and value, and you will eventually wear down the resistance (or at least find out definitively if it’s a “no”). Fortune favors the persistent in appointment setting.

6. Lead with Value and Insight to Entice C-Level Meetings (No Fluff when Selling to the C-Suite)

This final “secret” is perhaps the most important of all: if you want a meeting with a C-level executive, you must earn it by offering clear value up front. Time is the most precious asset for any executive – they won’t give you 30 or even 15 minutes unless they believe it’ll be worth it. The stark reality is that only 1 in 10 executives find sales meetings valuable enough to continue​(5). Most sellers unfortunately squander their C-suite opportunities by delivering generic pitches, shallow questions, or a laundry list of product features. To break into that top 10%, come with insight, speak their language, and make every second count.

Here’s how to craft an outreach and meeting pitch that screams value to a C-level audience:

• Hook them with a compelling insight or idea: Rather than leading with “let me introduce my product,” lead with an insight about their business or a solution to a problem they deeply care about. For instance, you might start your email or call with: “In reviewing your last quarterly report, I noticed something interesting – your customer acquisition cost has been climbing, which is common in your industry right now. We’ve developed a strategy that helped others in your space cut acquisition cost by 20% without lowering spend.” That is a powerful hook. It shows you understand an issue on their plate and immediately offers a hint at a solution. It’s not a vague “we can help you improve results” – it’s specific and relevant. Leading with an insight positions you as someone bringing value, not just asking for their time. It piques curiosity: the exec might think, “Okay, I’ll bite – what’s this strategy?” This approach is often called insight selling or leading with value, and it’s incredibly effective with higher-ups who don’t want a basic sales pitch; they want to learn something new or see a new perspective.
• Be outcome-focused, not product-focused: C-level managers care about results and outcomes (revenue, profit, efficiency, market share, risk reduction, etc.), not the nitty-gritty of your product’s features. Frame everything in terms of business value. For example, instead of saying “Our software uses AI algorithms to optimize supply chain processes,” say “Our solution could potentially save your supply chain team dozens of hours a week and millions in operating costs by using AI to optimize your logistics – we’ve done this for companies similar in size to yours.” See the difference? The latter zeroes in on what the CEO/CFO actually cares about (time saved, cost saved), whereas the former might make their eyes glaze over. When preparing for the meeting, think: If I were this exec, what outcomes would impress me or make me look good to my board? Then orient your discussion around those outcomes. Cut straight to the impact you can deliver.
• Keep it high-level and avoid jargon (unless they use it): In the initial meeting or pitch, brevity and clarity are your best friends. You should be able to articulate your value proposition in a succinct “executive summary” style. Busy execs won’t sit through a 50-slide deck or a 10-minute monologue about your company history. They’ll interrupt (or mentally check out) if you don’t get to the point. One effective structure is: “You have X challenge; we offer Y solution; resulting in Z benefit.” For example: “I understand as a CFO, you’re concerned with improving forecast accuracy (X challenge). Our platform uses real-time analytics (Y solution) to increase forecast accuracy by an average of 30% (Z benefit).” Boom – value stated. After that, they’ll indicate where they want to dive deeper. Also, minimize use of acronyms or technical jargon that might not resonate. Some CEOs are very tech-savvy, others less so – mirror their level of technical detail. Generally, assume they want the strategic overview first; details can come in a later conversation with their team.
• Engage them with smart questions (but not too many): Contrary to typical sales training, a C-suite meeting is not the place for 20 discovery questions about their pain points – you should have done much of that homework already. Executives can be put off if you ask them basic questions that you could’ve answered with a bit of research. However, asking a few insightful, provocative questions can demonstrate your expertise and get them thinking in new ways. For example, after presenting an insight you might ask, “How are you currently addressing [X issue]?” or “Have you considered what it might mean if [scenario] happens next year?” These open-ended, high-level questions can spark a meaningful discussion. Great questions can provide value in themselves, by prompting the exec to reflect or reveal something that leads naturally to your solution. Just be cautious: as Chris Orlob notes, asking generic questions is the dumbest mistake with the C-Suite​(5). So make sure your questions are well-crafted, context-led, and few. You’re not there to interrogate; you’re there to collaborate on solving a problem.
• Bring evidence and credibility: To reinforce the value you promise, come armed with 1-2 very relevant case studies, data points, or testimonials. Execs love data. If you can say “Our clients typically see a 3x increase in pipeline within 6 months” or “This approach saved ACME Corp $2M last year,” and back it up, that’s compelling. Visuals can help if you have a slide – maybe a simple graph showing before-and-after impact. If you have a quote from another CEO singing your praises, even better (peer influence is huge). Keep any proof points concise and on-target to the discussion. The goal is to make it real and demonstrate, “We’ve done what we claim, here’s proof.”This addresses the unspoken question in every exec’s mind: “Will this actually work for me, or is it just hype?”Hard numbers and success stories tilt them toward believing it’s real.

Most importantly, respect their time and intellect. By leading with insight and value, you show that you respect the executive enough to bring something useful to the table right away. You’re essentially saying, “I know you don’t have time for fluff, so let’s cut to what matters: here’s how I can help you achieve X.” This is refreshing to a C-level audience.

Executives deal with countless people who want something from them (time, budget, approval). Be the person who is there to give something – whether it’s a new idea, a crucial piece of information, or a vision of a better way to reach their goals. Offering a valuable perspective can be your ticket in. Even if they don’t immediately buy, if you consistently deliver insight, they might keep inviting you back or refer you to others in the organization.

Lastly, keep the meeting itself efficient. If you booked 30 minutes, aim to finish early unless the exec chooses to extend. They will appreciate you even more for not dragging it out. Summarize key points, confirm any interest or next steps, and thank them genuinely for their time. Even at the end, reiterate the core value you discussed (“I’m excited about the possibility of reducing your churn by 15% as we discussed – I’ll send over that data…”) so that’s the takeaway in their mind.

In essence, value is the currency you trade for a C-suite meeting. Bring a valuable insight, a valuable solution, or a valuable question – preferably all of the above – and you’ll distinguish yourself from the 90% of salespeople who walk in unprepared and add no new value (and thus get shown the door​(5)). If you consistently apply this principle, you won’t just get one meeting, but likely create an ongoing relationship as a trusted advisor to the executive. And that is the ultimate win in selling to the C-suite.

Summary: Mastering the Art of Selling to the C-Suite

Selling to C-level executives in 2025 is challenging, but with these six appointment-setting secrets, you have a roadmap to success. Let’s quickly revisit the key takeaways:

• Do Your Homework: Thorough preparation is non-negotiable. Understand exactly who the members of the C-suite are and what they care about. Armed with research, you’ll avoid the fate of unprepared reps (remember, 82% of decision-makers notice unpreparedness!​(1)) and instead impress execs with relevant knowledge from the first touch.
• Personalize Every Touch: Treat each C-level prospect as unique. Tailor your outreach to their industry, company, and role. Small details – referencing a recent company event or addressing their specific pain point – can double your engagement rates. Personalization shows respect and dramatically improves response odds (no more cookie-cutter pitches!).
• Leverage Referrals & Social Proof: Whenever possible, enter through a warm door. A recommendation from a trusted peer or a success story from a similar company can be your golden ticket. With 84% of B2B buyers starting with referrals​(3), tapping your network and happy clients for introductions is one of the smartest moves you can make.
• Go Multi-Channel: Don’t rely on a single communication channel to reach busy execs. Use a coordinated mix of email, LinkedIn, phone calls, and more to gently “surround” your prospect. Multi-channel outreach yields far higher engagement (up to 287% higher!​(2)) and ensures you catch the exec on their preferred medium. Just remember to stay consistent and persistent.
• Be Professionally Persistent: Polite persistence pays off. Follow up, then follow up again – each time offering a bit more value. It often takes 5+ touches to get on an executive’s radar, so don’t be discouraged by silence. The sellers who succeed are the ones who stick with it (without being pushy or desperate). Your respectful tenacity signals confidence in your offering.
• Lead with Value: Above all, make it worth their time. From your first outreach through the meeting itself, focus on the executive’s business outcomes and share insights that matter to them. No fluff, no generic spiel. If you can demonstrate in concrete terms how you’ll help them save money, grow revenue, reduce risk, or gain an edge, you’ll win their attention. Show that you’re not just another salesperson – you’re a potential partner with solutions to their problems.

By mastering these strategies, you’ll transform your approach to selling to the C-suite. Instead of being ignored or passed down the chain, you’ll start to get those calendar invites confirmed. Each meeting with a CEO, CFO, or other top executive is a huge opportunity – and now you know how to earn it and make the most of it.

Remember, every interaction with the C-suite is about building trust and delivering value. Do that consistently, and you won’t just set appointments – you’ll build relationships that lead to big wins and long-term partnerships.

Now, as you implement these secrets and start lining up high-level meetings, who’s going to help you keep that pipeline full and ensure those hard-won opportunities turn into revenue? That’s where we come in.

Ready to Boost Your C-Suite Pipeline? Let Martal Group Help 

Breaking into the C-suite isn’t easy – but you don’t have to go it alone. If you’re a B2B tech or SaaS company looking to accelerate your growth by landing more meetings with C-level decision-makers, Martal Group is here to make it happen. Martal Group is an award-winning B2B lead generation and sales agency with a proven track record of setting high-quality appointments with CEOs, CFOs, CTOs, and other top executives. We specialize in c-suite lead generation for companies in technology, AI, cybersecurity, software, and beyond, delivering the executive connections you need to skyrocket your pipeline.

Why partner with Martal? We offer an elite team of experienced sales professionals (no junior telemarketers here) who act as an extension of your team, using the very secrets outlined above – and more – to engage the C-suite on your behalf. Our approach is multi-channel, personalized, and insight-driven. We leverage our deep network and advanced tools (including our own AI-powered sales platform) to identify and reach the C-level managers who fit your ideal customer profile. From crafting the perfect outreach message to skillfully handling gatekeepers, we’ve got the process dialed in. That means your internal team can focus on demos and closing deals while we fill your calendar with meetings with real decision-makers.

Our clients routinely see incredible ROI from our appointment-setting services. We’re proud to say we’ve helped companies break into new markets, land enterprise deals, and shorten sales cycles by connecting them with the members of a company’s C-suite that they’ve been trying to reach for months (or even years). With Martal’s professional and persistent outreach representing your brand, you’ll stand out to executives as a cut above the rest.

Don’t let your competitors snag those invaluable C-level conversations before you do. Whether you need to fill the top of the funnel with more CEO-qualified leads or you’re aiming to close that big fish account and need a foot in the door at the executive level, Martal Group can be the catalyst that drives your sales growth in 2025.

Take the Next Step: Ready to transform your B2B sales results and start consistently selling to the C-suite? Book a free consultation with Martal Group today. In a no-obligation call, we’ll discuss your specific goals and challenges, share how our team of experts can build you a pipeline of C-suite opportunities, and show you what a customized outsourced lead generation program could look like for your business. We’ll also answer any questions you have about our process, success stories, and how we operate as a seamless extension of your sales team.

It’s time to stop wishing you had more executive meetings and start making it a reality. Martal’s dedicated team is ready to help you secure those hard-to-get meetings with key C-level players – and convert them into long-term customers.

References

1. saleslion.io
2. martal.ca
3. hbr.org
4. growthlist.co
5. linkedin.com
6. spotio.com
7. customergauge.com