AI can assemble a persuasive account story quickly. The human reviewer decides whether that story is accurate, commercially useful and responsible enough to act on. The review is not a ceremonial approval step. It is where research becomes a sales decision.

Start with the opportunity thesis

Read the proposed opportunity before looking at the score. You should be able to state the thesis in one sentence: this company may need this kind of work now because of this observable change. If the sentence relies on vague words such as transformation, innovation or modernization, the brief probably needs more work.

A useful thesis names a problem or project that a service provider could help solve. It also distinguishes what the sources establish from what the analysis infers. Inference is normal; hiding it is not.

Open the decision-changing sources

Do not verify every sentence with equal effort. Start with the claims that would reverse your decision if they were wrong.

  • Confirm that the triggering event happened and that the source date supports the stated timing.
  • Check whether multiple citations are genuinely independent rather than copies of the same announcement.
  • Verify that named people still hold the relevant roles and that any listed contact route is public and observed.
  • Look for evidence that a project or delivery need exists beyond general corporate ambition.

Test fit and work availability separately

A company may clearly need something your firm can deliver and still be a poor prospect. The work may already belong to an internal team, incumbent vendor or announced partner. Service fit answers whether you could help. Work availability asks whether there is a credible lane for you to help.

When the evidence does not settle that question, the brief should say so. A well-labeled uncertainty can produce an excellent discovery question. An unsupported claim of open work produces false confidence.

Give feedback the system can learn from

A quality rating is most useful when it reflects whether you would actually pursue the opportunity. Approve briefs that are actionable and well supported. Use Needs research when one specific fact could materially change the decision. Reject briefs whose evidence, fit, timing or contact path does not justify more effort.

Write the reason concretely. “Not useful” teaches very little. “The cited partner already owns the proposed integration program” identifies the failed assumption and helps future research become more selective.