Tallgrass First Meeting Deck

B2B sales deck

Twelve slides for a forty five minute first meeting, from Tallgrass, an invented workforce scheduling company, to an invented aged care group. It is built the way sales research says a first meeting deck should be: the buyer own words on slide three, the change in their market before any product, the required capabilities stated without naming us, and a closing slide of four dated commitments. There is no pricing slide anywhere in it.

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PREPARED FOR ELDERBROOK CARE GROUP

The Roster Is The Roster

FIRST MEETING · 22 SEPTEMBER 2026

Why aged care rostering stopped being an administrative job, and what nine providers have done about it.

JOSIE LAMBERT

TALLGRASS

45 MINUTES

Slide 1 · cover · Names the meeting and the buyer, so the deck is theirs rather than a corporate template.

How this hour works

Four parts, and one agreement about how we finish.

01
What you told us

Ten minutes on what came out of the call with Deborah and Raj, so you can correct anything we got wrong.

02
What changed in your sector

Fifteen minutes on the shift we are seeing across providers of your size, with the numbers behind it.

03
What a fix has to do

Ten minutes on the capabilities any answer needs, whether that answer is us or somebody else.

04
How we finish

By the end you either want a second meeting with your rostering leads, or you tell us plainly that you do not. Both are fine.

02

Slide 2 · agenda · The agenda plus the upfront contract, so the meeting has an agreed way to end.

WHAT YOU TOLD US

In your words

01
Agency spend is £2.1M and nobody planned it.
02
Rosters are built in Excel by seven people.
03
A late call out takes forty minutes to fill.
04
Two homes are on enforcement for staffing ratios.
05
Deborah has not taken a full weekend since March.

03

Slide 3 · checklist · The discovery recap in the buyer own words, which is what earns permission to present at all.

What changed

The reason rostering stopped being an administrative job somewhere around 2023.

31%

Of shifts now filled at short notice

Across the fourteen providers we work with, the share of shifts filled inside 48 hours of the shift starting went from 12 percent in 2021 to 31 percent last year. Nothing in the roster caused it. Permanent staff moved to part time contracts, agency became the default cover rather than the exception, and the regulator started auditing actual worked hours instead of the published roster. A tool built to publish a roster four weeks out is now being asked to do a job it was never designed for.

04

Slide 4 · metrics · The change in the buyer world, framed as one number they did not put there.

What that is costing you

Three costs that do not appear as a line in anybody budget.

The forty minutes

A late call out takes about forty minutes of a manager time to fill. Across 31 percent of shifts at eleven homes, that is roughly two full time roles spent on the phone.

The premium nobody chose

Agency booked inside 24 hours costs 38 percent more than agency booked at seven days. Most of the £2.1M is not agency cost, it is lateness cost.

The evidence gap

Enforcement is about proving worked hours against the ratio, not about the published roster. A spreadsheet cannot produce that evidence after the fact.

05

Slide 5 · checklist · The unconsidered need: three costs of the current way that a buyer does not usually count.

£640K

Agency premium in one year, at eleven homes.

A PROVIDER YOUR SIZE

They waited a year and then had no choice.

We thought it was an agency problem, so we spent a year renegotiating agency rates. It made no difference, because we were still booking everything late. By the time we accepted that, the regulator had moved two homes to conditions and the fix stopped being a project and became a rescue. I would start earlier.

Operations director, an eleven home provider in the north west

06

Slide 6 · testimonial · A peer who left it too long, which is the emotional beat between the problem and the answer.

What a fix has to do

These are the five things we would look for in any system, including one that is not ours. If a supplier cannot do all five, the agency premium stays where it is.

Predict the gap early

Flag an unfillable shift seven days out, not the morning it starts.

Reach the bank first

Offer the shift to your own bank and part time staff before any agency sees it.

Hold the ratio itself

Know the required ratio per home per hour, and refuse a roster that breaks it.

Evidence worked hours

Produce a signed record of hours actually worked, per home, on demand.

Sit on your payroll

Write to the payroll you already run, so nobody keys a timesheet twice.

07

Slide 7 · pillars · The capabilities any answer needs, stated without naming us, which is what makes the next slide land.

WHERE WE FIT

Against those five

Capability
Rostering module in your care system
Tallgrass
Predict the gap seven days out
No
Yes, from your own history
Offer to bank staff first
Manual
Automatic, by qualification
Hold the ratio per hour
Published roster only
Live, per home
Evidence worked hours
Export to spreadsheet
Signed record, one click
Write to payroll
Yes
Yes, same three payrolls
Runs alongside your care system
It is the care system
Yes, we do not replace it
Compared against the rostering module in the care system Elderbrook already runs.

08

Slide 8 · comparison · Where we fit against those five capabilities, and honestly where the alternatives already do.

Marchbank Care, fourteen months in

Nine homes, 620 staff, and the same £2M agency problem you described on the call.

BEFORE

AFTER

Late by default

Sixty two percent of agency shifts were booked inside 24 hours of the shift starting.

Bank staff unused

A bank of 180 people took 9 percent of open shifts because nobody could reach them fast enough.

Evidence built by hand

Two days of work per inspection to reconstruct worked hours from four separate systems.

01
Booked at seven days

Late bookings fell to 19 percent, which took 31 percent off the agency bill without changing rates.

02
Bank first

The same bank now takes 34 percent of open shifts, because they see the shift before the agency does.

03
Evidence on demand

The worked hours record is produced in the meeting. Both conditions were lifted in eleven months.

09

Slide 9 · comparison · One customer story told as before and after, with the number they measured themselves.

What another year looks like

Not us against another supplier. This year against next year.

IF NOTHING CHANGES

IF YOU START IN OCTOBER

Another £800K of lateness

On your own numbers, the premium for booking inside 24 hours costs about £800K across eleven homes in a year.

Two homes off conditions

Live by January, evidence from February, and the two homes under enforcement have a record to show at the next inspection.

10

Slide 10 · comparison · The cost of doing nothing, aimed at the real competitor, which is the status quo.

What it takes

Five stages, eleven weeks, and about six days of your team time in total.

01

Connect

Read only link to payroll
Staff and qualifications imported
No change to your care system
02

One home

Pick the hardest home
Run both systems for four weeks
Manager keeps the spreadsheet
03

Prove it

Compare late bookings
Compare bank fill rate
You decide, not us
04

Roll out

Three homes a fortnight
One trainer on site each time
Bank staff onboard by text
05

Hand over

Your team owns the rules
Quarterly review with us
Exit with your data in a day

Six days of your time across eleven weeks

Most of it is the four week parallel run at one home

11

Slide 11 · process · What adoption actually costs the buyer in time, which de risks the decision more than any feature.

Next steps

Four dates. We would like agreement on the first one before we leave.

30 September

Rostering leads

Ninety minutes with Deborah and the two home managers who build the rosters. We bring nothing to sell, only questions.

14 October

Your own numbers

We run your last twelve months of agency bookings through the model and show you the split between rate and lateness.

28 October

Reference call

A call with Marchbank operations director, without us on the line. We will introduce you and step away.

11 November

Decision

You decide whether to run a four week parallel at one home. If the answer is no, we would rather hear it on that date.

12

Slide 12 · timeline · Four dated next steps with names on them, which is what a first meeting is for.

The structure

What each slide is doing, so you can reuse the order even with different content.

Slide 1cover
Names the meeting and the buyer, so the deck is theirs rather than a corporate template.
Slide 2agenda
The agenda plus the upfront contract, so the meeting has an agreed way to end.
Slide 3checklist
The discovery recap in the buyer own words, which is what earns permission to present at all.
Slide 4metrics
The change in the buyer world, framed as one number they did not put there.
Slide 5checklist
The unconsidered need: three costs of the current way that a buyer does not usually count.
Slide 6testimonial
A peer who left it too long, which is the emotional beat between the problem and the answer.
Slide 7pillars
The capabilities any answer needs, stated without naming us, which is what makes the next slide land.
Slide 8comparison
Where we fit against those five capabilities, and honestly where the alternatives already do.
Slide 9comparison
One customer story told as before and after, with the number they measured themselves.
Slide 10comparison
The cost of doing nothing, aimed at the real competitor, which is the status quo.
Slide 11process
What adoption actually costs the buyer in time, which de risks the decision more than any feature.
Slide 12timeline
Four dated next steps with names on them, which is what a first meeting is for.

What makes this deck work

Their words come before ours

Slide three is five sentences from the discovery call, quoted rather than paraphrased, including the one about a manager who has not had a weekend since March. That slide is what earns the right to present at all.

Capabilities before product

Slide seven lists the five things any answer has to do, explicitly including answers that are not ours. Naming the criteria first makes the comparison on slide eight read as arithmetic rather than as a sales claim.

It closes on dates, not on a signature

Four named next steps with dates, ending on a decision date the buyer is invited to say no on. Failing to agree a specific next action is one of the strongest predictors of a deal that never closes.

Questions people ask

What should a first meeting sales deck cover?

A discovery recap, the change in the buyer market, the cost of the current way, the capabilities any fix needs, where you fit, one customer story, the cost of doing nothing, what adoption takes and a dated next step. Ten to fourteen slides.

How is this different from a sales proposal?

A proposal is written to be read alone and answers scope, price and terms. This deck is performed, invites questions, and deliberately holds pricing back until value is established. They are two documents, not one.

How long should I actually present for?

Around nine minutes. Analysis of more than a hundred thousand recorded sales meetings found that decks in won deals were presented for about 9.1 minutes and decks in lost deals for 11.4. Two to three slides a minute, then stop talking.

Should pricing be in the deck?

Not in the first meeting version. Keep it in an appendix and bring it out when asked or in the second meeting. Leading with price moves the conversation to procurement before the buyer has decided the problem is worth solving.

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