VAULT Corporate Wellness Target Accounts

Owner: B2B Lead, quarterbacked by CSO for top 8 accounts Refresh cadence: monthly, first Monday Format: named account, champion persona, entry approach, deal size band, cycle length, notes

Total named accounts Y1: 17. Ranked in three tiers: Anchor (top 5, Trill personally engaged), Priority (accounts 6 to 12, B2B lead with CSO intros), Development (accounts 13 to 17, warmed but not actively worked in Y1).

TIER 1: ANCHOR ACCOUNTS

1. Bank of America

Headquarters: Charlotte, uptown, 18,000 employees onsite. Champion persona: Chief Wellness Officer within the People Team, or the Head of Executive Development. Not the CHRO directly at first, one layer down. Secondary champion: EA to the CEO or Head of Global Corporate and Investment Banking. C-suite EAs control access to executive wellness budgets. Entry approach: Trill’s warmest path is via a former Trust colleague or a private wealth intro. Alternate: private banker relationships through Merrill and Bank of America Private Bank. Not a cold email. Not a LinkedIn ping. Deal size ballpark: 250,000 to 500,000 Signature tier plus additional Enterprise seat licenses for individual towers. Sales cycle: 9 to 12 months. Bank of America procurement is slow and thorough. Notes: this is the halo account. If VAULT closes BofA in Y2, every other account closes 30 percent faster on the reference. Do not force it in Y1. Warm all year, close in month 14 to 18.

2. Truist Financial

Headquarters: Charlotte, uptown, roughly 6,500 employees onsite, 40,000-plus system-wide. Champion persona: Head of Total Rewards or Head of Talent Experience. Truist’s post-merger culture initiative created explicit executive wellness mandate. Secondary champion: EVP office of a business line leader with authority over discretionary wellness spend. Entry approach: Charlotte civic connections. Truist executives are heavily involved in Charlotte Regional Business Alliance and Foundation For The Carolinas. Intro through those channels or through Board of Directors overlaps. Deal size ballpark: 150,000 to 300,000 Enterprise, upside to Signature. Sales cycle: 6 to 9 months. Notes: Truist is the fastest path to a signed Enterprise contract because the post-merger culture team has a fresh mandate and unspent budget. Should be Q3 Y1 close target.

3. Ally Financial

Headquarters: Charlotte uptown, roughly 3,800 employees onsite. Champion persona: Head of Culture and Inclusion, or Head of Benefits. Ally has a documented modern-workplace posture that maps directly to VAULT’s aesthetic. Secondary champion: CMO or Head of Brand, because Ally has a history of sponsoring women’s sports (WNBA, NWSL) and the pole and dance community reads as brand-aligned. Entry approach: Ally’s marketing team is the softest entry. Position the deal as culture-plus-marketing, not just HR benefits. Trill’s touring roster credibility helps here. Deal size ballpark: 100,000 to 175,000 Enterprise. Sales cycle: 5 to 7 months. Notes: Highest cultural fit of any bank. Ally may become a competition sponsor (see IP doc) in addition to a corporate wellness client. Package both.

4. Moore & Van Allen

Headquarters: Charlotte uptown, roughly 300 attorneys plus 500 staff. Champion persona: Managing Partner or Chief Operating Officer. Law firms buy through Chair of the Management Committee or COO. Secondary champion: Head of Attorney Development or Chief Talent Officer. Entry approach: Charlotte legal community is small and interconnected. Warm intro via a senior partner. Alternatively, through a Moore & Van Allen client who is already a VAULT member. Deal size ballpark: 75,000 to 120,000 Department to Enterprise. Sales cycle: 4 to 6 months. Notes: Moore & Van Allen also becomes VAULT’s outside counsel of first choice (see legal doc). Dual relationship. Do not lead with the legal work, lead with the wellness contract.

5. Atrium Health

Headquarters: Charlotte, 70,000-plus system employees. Champion persona: Chief Wellness Officer for the system, or Chief People Officer. Secondary champion: VP of Physician Experience or Chief Nursing Officer. Physician and nurse burnout is Atrium’s public priority. Entry approach: through the Levine Cancer Institute or Sanger Heart senior leadership. Also through Atrium’s philanthropy office if Taj can be positioned as a Foundation supporter. Deal size ballpark: 150,000 to 250,000 Enterprise, structured to serve executive leadership plus a physician wellness subset. Sales cycle: 12 to 14 months. Healthcare procurement is the slowest cycle in the target list. Notes: This is a Y2 close. Warming happens in Y1 through community and philanthropic channels. Do not push in Y1.

TIER 2: PRIORITY ACCOUNTS

6. Wells Fargo (Charlotte East Region)

Charlotte employees: roughly 26,000 across the region. Champion persona: Regional HR Director for the East, or Head of Executive Experience. Entry approach: private banking channel similar to BofA. Wells Fargo has a large uptown footprint and corresponding wellness budget authority regionally. Deal size ballpark: 100,000 to 200,000 Enterprise. Sales cycle: 8 to 10 months. Notes: Regional budgeting means the local team decides, not San Francisco HQ. Advantage.

7. LendingTree

Headquarters: Charlotte SouthPark, roughly 1,200 employees. Champion persona: Chief People Officer or the CEO’s Chief of Staff. Entry approach: Charlotte tech community, warm intro through executive network. Smaller company, faster decision. Deal size ballpark: 45,000 to 75,000 Department. Sales cycle: 3 to 5 months. Notes: Fast close, mid-size deal. Good Y1 quick win.

8. Duke Energy

Headquarters: Charlotte uptown, roughly 7,500 employees onsite. Champion persona: VP of Talent Experience or Chief Diversity and Inclusion Officer. Entry approach: Charlotte civic and philanthropic channels. Duke leadership is heavily engaged in city boards. Intro through Foundation For The Carolinas or Charlotte Regional Business Alliance. Deal size ballpark: 75,000 to 150,000 Enterprise. Sales cycle: 8 to 10 months. Notes: Duke has a strong internal wellness program already, VAULT competes on premium tier over broad-based benefit. Position as executive supplement, not replacement.

9. Honeywell

Headquarters: Charlotte uptown, roughly 1,300 employees onsite. Champion persona: North American HR Lead for Corporate. Entry approach: through Charlotte tech and industrial network. Honeywell is more corporate than culture-driven, sell to CFO logic. Deal size ballpark: 60,000 to 120,000 Department to Enterprise. Sales cycle: 6 to 8 months. Notes: Newer to Charlotte, still building local footprint. Wellness spend may not be centrally allocated to Charlotte yet. Diligence early.

10. K&L Gates

Charlotte office: roughly 100 attorneys plus staff. Champion persona: Charlotte Office Managing Partner and Office Administrator. Entry approach: legal community warm intro. K&L Gates is smaller in Charlotte than Moore & Van Allen but has an outsized firm reputation. Deal size ballpark: 30,000 to 60,000 Team to Department. Sales cycle: 3 to 5 months. Notes: Fast close, smaller deal. Good early-quarter Y1 target.

11. Robinson Bradshaw

Charlotte office: roughly 130 attorneys plus staff. Champion persona: Managing Partner or Firm Administrator. Entry approach: through partner network. Robinson Bradshaw has a strong Charlotte identity. Deal size ballpark: 40,000 to 75,000 Department. Sales cycle: 3 to 5 months. Notes: Sister deal to Moore & Van Allen, close them within 90 days of each other for reference leverage.

12. Charlotte Hornets

Franchise: front office 200-plus, players and coaching separate. Champion persona: Chief Business Officer or Head of Human Performance for players. Entry approach: entertainment and sports network. Trill’s touring roster (Latto, GloRilla, Doechii, YB) has crossover with NBA and NBA-adjacent talent. Sports-entertainment intro path is warm. Deal size ballpark: 100,000 to 200,000 combining front office wellness and player recovery access. Sales cycle: 5 to 7 months. Notes: The competition IP (THE VAULT INVITATIONAL) creates a hospitality asset that sports orgs value. Bundle.

TIER 3: DEVELOPMENT ACCOUNTS

13. Lowe’s Companies

Headquarters: Mooresville, 30 minutes north. Roughly 3,000 corporate employees. Champion persona: Chief People Officer or Head of Total Rewards. Entry approach: developing, requires a warm intro through Charlotte-Mooresville business network. Deal size ballpark: 80,000 to 150,000 Enterprise. Notes: Distance from Charlotte core is a friction. Deploy in-HQ delivery model heavily. Y2 close target.

14. Nucor

Headquarters: Charlotte SouthPark, roughly 800 corporate employees. Champion persona: Head of Corporate HR. Entry approach: developing. Nucor culture is famously operator-driven, wellness sell must lead with data. Deal size ballpark: 40,000 to 80,000 Department. Notes: Cultural fit is uncertain. Test with a Team-tier pilot first.

15. Carolina Panthers

Franchise: front office 250-plus, players and coaching separate. Champion persona: Chief Business Officer, VP of Player Engagement, Head of Human Performance. Entry approach: sports network similar to Hornets. Trill’s warm paths overlap. Deal size ballpark: 100,000 to 175,000. Notes: Ownership transition and stadium politics may complicate timing. Warm in Y1, close in Y2.

16. Novant Health

Headquarters: Winston-Salem with major Charlotte presence, 40,000-plus system employees. Champion persona: Chief Wellness Officer or Chief Nursing Officer. Entry approach: healthcare community, similar to Atrium. Deal size ballpark: 100,000 to 200,000 Enterprise. Notes: Y2 close, HQ is Winston-Salem which slows Charlotte-led decisions.

17. Charlotte FC

Franchise: front office 150-plus. Champion persona: Chief Business Officer. Entry approach: newest franchise, most receptive to modern wellness partnerships. Deal size ballpark: 60,000 to 120,000. Notes: Y1 or Y2. Youngest and most brand-forward of the three Charlotte franchises. Cultural fit is high.

Y1 Pipeline Prioritization

Actively worked Y1 (goal: 6 signed by Q4 Y1): - Truist (Q3 Y1 target close) - Ally (Q3 Y1 target close) - Moore & Van Allen (Q2 Y1 target close) - Robinson Bradshaw (Q3 Y1 target close) - K&L Gates (Q2 Y1 target close) - LendingTree (Q2 Y1 target close) - Charlotte FC (Q4 Y1 target close, backup for Hornets) - Charlotte Hornets (Q4 Y1 target close, primary sports account)

Warmed Y1, closed Y2: Bank of America, Wells Fargo, Duke Energy, Honeywell, Atrium.

Not worked Y1: Novant, Nucor, Lowe’s, Panthers.

The B2B lead reports pipeline weekly to CSO. Signature contracts (any deal over 100,000 in year one value) require CSO signature. Every walkthrough for a deal over 75,000 requires Taj on-site.